Category: Featured Leader

In the fast-moving world of global travel and aviation, few leaders have demonstrated the consistent foresight, resilience, and people-centric leadership that define the career of Biju David. With more than 25 years of experience across airlines, travel management companies, and aviation services, he has built a reputation as a strategic thinker with an instinctive understanding of how the industry evolves and how organizations must evolve with it.

Today, as General Manager at Safe World Travels (SWT) in Doha, Qatar, Biju stands at the intersection of commercial strategy, aviation partnerships, team leadership, and market transformation. Backed by an MBA that sharpened his business acumen and strategic lens, he brings together deep regional expertise and an ability to sense industry shifts well before they surface. His journey, marked by leadership roles across major travel brands, is a testament to a philosophy anchored in innovation, integrity, and above all, human connection.

A Career Formed Across Leading Travel Institutions

Before joining Safe World Travels, Biju served as the Chief Commercial Officer for AirlinePros International’s Qatar office, where he helped shape the company’s commercial blueprint in the region. His mandate stretched across airline partnerships, distribution network expansion, sales growth, and the creation of structured market-entry frameworks for global carriers. His tenure was particularly notable for establishing and strengthening AirlinePros’ presence in Qatar through a successful partnership with a local point-of-sale leader an achievement that underscored his mastery in building alliances within the Gulf’s competitive aviation environment.

His earlier chapters include senior roles at Qatar Airways, ITL World, Horizon Travel, and Arab Travel, organizations where he refined his skill in building customer loyalty, designing high-performance commercial teams, and orchestrating complex operational ecosystems. Whether engaging with embassies, tourism boards, or destination marketing organizations, his work consistently helped elevate luxury and experiential travel partnerships across the region. This blend of airline and travel agency experience rare in its depth and breadth positions him as a leader fluent in both sides of the aviation value chain.

Commercial Strategy, Growth, and the Art of Seeing Ahead

Colleagues often describe Biju as a leader with a “forward-thinking mindset,” someone who not only reacts to market shifts but anticipates them. His strategic focus spans:

• Commercial planning & market expansion, particularly in the Middle East
• Building and optimizing distribution channels
• Fostering travel-trade and airline partnerships
• Reading regional trends and designing responses ahead of the curve

This predictive ability proved valuable during some of the industry’s most turbulent years. From navigating competitive airline markets to helping global carriers establish a foothold in Qatar, Biju’s approach has consistently blended analytical rigor with a clear understanding of evolving consumer preferences.

Leadership Rooted in Empathy, Mentorship, and Culture-Building

What sets Biju apart in an industry often driven by numbers is his unwavering people-first approach. His leadership philosophy is anchored in empathy, trust, and the belief that human connection is the foundation of any successful business.

He champions a culture that encourages curiosity, accountability, and continuous learning. His teams describe him as a mentor more than a manager someone who listens actively, creates psychological safety, and makes space for emerging leaders to step forward.

He builds cultures where team members feel valued, recognized, and empowered. This includes practices such as:

• Open communication and collaborative decision-making
• Recognition programs celebrating performance and milestones
• Encouraging creative ownership in developing new products
• Regular one-on-one coaching and career-growth conversations

For Biju, leadership is not about hierarchy it is about shaping an environment where people do their best work because they feel trusted and supported.

In his own words, though expressed through those who have worked with him: he focuses on “balancing business objectives with meaningful human connections, always prioritizing the well-being of employees and customers.”

Guided by Values That Shape Impact

Across roles and responsibilities, Biju’s core values remain steady: integrity, accountability, passion, humility, simplicity, diversity, innovation, and a relentless drive for success. These principles guide not just how he leads but how he makes decisions evaluating every strategy through both a business lens and a human one.

Milestones That Defined a Career

His career is punctuated by achievements that reflect both capability and consistency:

• Serving as CCO of AirlinePros International Qatar
• Playing a pivotal role in adding multiple airline GSAs at Arab Travel
• Receiving recognition from Qatar Airways for outstanding sales achievement
• Leading high-performing teams of up to 50 employees across markets
• Establishing successful partner-driven distribution networks

Each milestone highlights a leader who understands not only how to respond to opportunities but how to create them.

“All what I am is not on my merit, but on Thine grace.”

Transforming Businesses Through Innovation and Strategic Thinking

Biju’s approach to transformation is both structured and visionary. He believes that the future of travel belongs to organizations that:

• Leverage data and technology to personalize traveler journeys
• Build cross-industry partnerships that unlock new value
• Use scenario planning to stay resilient during shocks like pandemics or geopolitical disruptions
• Embed sustainability into organizational growth
• Adapt traditional platforms into new digital engagement channels
• Prioritize customer-centric thinking in every product and process

He embraces innovation not as a trend but as a mindset one that empowers businesses to stay relevant amid constant change.

Resilience Through Challenges Turning Disruption into Opportunity

Few industries face disruption as frequently as travel. For Biju, the COVID-19 crisis represented both a challenge and a defining leadership moment.

With borders shut and demand collapsing, he championed approaches that helped rebuild traveler confidence and organizational resilience:

• Adoption of flexible booking and refund policies
• Digital transformation initiatives, from contactless services to mobile-first engagement
• Refocusing commercial strategies to match new traveler behaviors

Instead of resisting change, he leaned into it using the crisis to reimagine processes, diversify partnerships, and prepare teams for a transformed marketplace. His core belief: agility is not optional; it is a competitive advantage.

A Leader Who Builds Purpose, Not Just Performance

Beyond strategy and commercial outcomes, Biju is deeply committed to building purpose-driven organizations. He aligns his teams around shared missions such as:

• Creating unforgettable travel experiences
• Championing sustainable tourism
• Elevating customer experience as a differentiator

By reinforcing purpose with mentorship, recognition, and trust, he nurtures workplaces where people strive not because they must but because they care.

Preparing Organizations for the Future of Travel

As global travel undergoes a technological and consumer-driven transformation, Biju continues to push organizations toward a more resilient and customer-centric future. His priorities include:

• Strengthening digital capabilities across operations
• Expanding strategic partnerships with airlines and travel service providers
• Innovating distribution channels to remain competitive
• Supporting teams in adapting to new industry realities
• Embedding sustainability in every layer of the business
• Designing experiences that excite the modern traveler

For Biju, shaping the future of travel means combining foresight with action ensuring that companies are not just prepared for tomorrow but equipped to shape it.

A Legacy Defined by Strategy, Empathy, and Vision

In an industry defined by constant motion, Biju David has built a career defined by clarity and purpose. His journey from major airline brands to shaping regional aviation strategy in Qatar reflects a leader who understands that the future belongs to those who can see beyond the horizon.

With a rare combination of commercial intelligence, innovation, and human-centered leadership, he continues to influence not only the organizations he leads but the broader travel landscape across the Middle East. His story is still unfolding but the impact of his work, his values, and his vision is already unmistakable.

• 📌 Visit Biju David👉   – LinkedIn Profile
• 🌐 Explore Safe World Travel  👉 – Company Website

In an era where leadership is often defined by numbers, profit margins, and boardroom strategies, Ignacio Bonasa, Executive President and Founder of Liderarte, stands out for a different kind of power one rooted in empathy, creativity, and authenticity. He walked away from the security of a high-flying corporate career to pursue something deeper: a mission to reconnect leadership with soul. For Bonasa, true leadership is not about control or authority it is about awakening humanity in oneself and others.

From Boardrooms to Soul Rooms

For more than twenty years, Bonasa thrived in the financial world. With a Law degree, an MBA from ICADE, and a PDG from IESE, he rose quickly through the ranks, ultimately becoming CEO of BBVA Portugal and President of BBVA Dinero Express. His life was one of structure, discipline, and success at least on the surface. Yet, amid all the milestones, he began to feel an inner emptiness. “There came a point when I realized I had everything, except what truly fulfilled me,” he recalls. “External success doesn’t mean much if it doesn’t echo on the inside.”

That moment of clarity marked a profound turning point. Bonasa realized that true achievement could not be measured by status or salary but by alignment between inner purpose and outward action. What began as quiet discontent transformed into a powerful calling to leave behind the predictable rhythm of corporate life and create a new model of leadership rooted in emotional intelligence and artistic depth.

The Birth of Liderarte: A Talent Factory with Soul

Out of that awakening, Liderarte was born. Not a consultancy, not a business school something more human, more alive. Bonasa calls it “a talent factory with soul.” Its mission is simple yet transformative: to place the human being back at the center of leadership. “We don’t teach leadership; we awaken it,” he explains. “Our work is about helping people reconnect with their essence, their emotions, and their creativity.”

At the core of Liderarte is the groundbreaking methodology Learning Through Art, which uses art as a language for transformation. Through music, theatre, writing, dance, and other creative forms, participants explore self-awareness, emotional regulation, and authentic expression. The goal is to move from intellectual learning to experiential awakening. As Bonasa puts it, “Leadership isn’t about climbing it’s about rooting.”

Learning Through Art: The Language of Transformation

The Learning Through Art model is built on the belief that leadership must evolve through experience and emotion, not theory. It focuses on five interconnected stages: self-awareness, emotional self-management, inspirational leadership, soulful team management, and deep commitment to oneself, others, and society. These stages are supported by what Bonasa calls the 4A Framework: Aprendizaje (Learning), Actitud (Attitude), Alma (Soul), and Accion (Action).

Through this approach, every Liderarte program becomes a creative journey. Initiatives like RESETEATE (Reset Yourself) encourage leaders to pause and reconnect with their inner world, while Orchestral Leadership uses live symphonic music to teach harmony and collaboration. Each experience blends reflection, emotion, and artistry transforming leadership from an abstract concept into a lived, felt experience. “What we offer doesn’t stay in the classroom it becomes part of how you lead and how you live,” says Bonasa.

Programs That Touch the Heart and Mind

In the past year and a half, Liderarte has reached over 2,000 professionals across seven countries, earning an average satisfaction score of 9.5 out of 10. Its programs are not only intellectually stimulating but emotionally profound. Dale la vuelta a la tortilla (Turn the Table) transforms shared pain into collective healing; Compases Creativos uses jazz improvisation to teach adaptability and teamwork; Brain Experience Journey merges neuroscience and art to activate new cognitive pathways; and Womentoring empowers women through storytelling and sisterhood.

Leading with Vulnerability and Vision

Bonasa’s leadership style is as distinctive as his philosophy. He does not lead from a podium but from presence. “To me, transformative leadership means having crossed the soul’s desert and returning with water for others,” he says. Vulnerability, to him, is not a weakness it’s a bridge. His team reflects this ethos. He calls them “soul artisans” individuals who combine creativity with emotional and strategic intelligence. Together, they form a community of facilitators who inspire others to lead from within rather than above.

Preparing Leaders for a New Era

In a time when technology evolves faster than human behavior, Bonasa believes leadership must evolve emotionally. “We’re living in an age of digital progress and emotional regression,” he observes. “The future belongs to leaders who can combine intelligence with empathy.” Under his guidance, Liderarte focuses on five essential competencies for the new age of leadership: emotional self-awareness, deep empathy, purpose-driven communication, strategic creativity, and personal coherence.

Beyond Business: A Cultural Shift

Liderarte’s work extends far beyond the private sector. In hospitals, its RESETÉATE program helps medical teams reconnect with purpose and empathy. In schools, The Hero’s Journey inspires young people to uncover their vocation. In technology companies, Innovarte bridges the gap between innovation and humanity. Across NGOs and public institutions, Bonasa’s initiatives are bringing back what he calls “the art of being human” to environments often starved of emotion and meaning.

The Power of Letting Go

Ignacio Bonasa’s story is ultimately one of surrender. By walking away from corporate titles and predictable success, he discovered freedom and authenticity. “When you stop leading for recognition and start leading for purpose, everything changes,” he reflects. Today, he is less the executive giving orders and more the quiet current guiding others toward transformation. His leadership is not about control it is about creating spaces where others can shine.

A Letter to the Leaders of Tomorrow

Ignacio often ends his sessions with a heartfelt message to future leaders:

“Dear leader of tomorrow,

Do not strive to become like someone else. Strive to remember who you are.

True leadership is not measured in power but in presence.

Do not chase applause if it means losing yourself.

Lead from the soul, even when others do not understand.

Be vulnerable—it is your greatest strength.

When the winds of change blow, remember—you can always adjust your sails.

Leadership is not about controlling the sea, but about navigating it with purpose.”

Through Liderarte, Ignacio Bonasa has built not just a company, but a movement a poetic reimagining of what leadership can be when it is guided by heart, art, and authenticity. In his world, leadership is no longer a title it is an act of creation, a dance of consciousness, and above all, a work of art.

• 📌 Visit  Ignacio Bonasa👉   – LinkedIn Profile
• 🌐 Explore Liderarte Talent Factory 👉 – Company Website

I am Hemanth Kumar, currently serving as Chief Compliance Officer at Federal Exchange in the United Arab Emirates. Over the last 15 years, I have worked across compliance, risk management, and regulatory technology, spanning the UAE, India, Hong Kong, Singapore, and the UK. I hold certifications including CAMS, CRCMP, ICA Specialist in AI Compliance, and CCE (Crypto Expert).

Much of my career has been shaped by exposure to global standards FATF framework and its application across regions. I have also had the privilege of contributing thought leadership on compliance and technology innovation, including perspectives on RegTech and AI integration.

As someone deeply engaged with both traditional financial frameworks and emerging regulatory expectations in the virtual asset space (under regulators such as VARA and ADGM), I approach compliance not only as a rulebook-driven responsibility but as a human-led mission to safeguard trust in financial systems.

The Evolving Compliance Landscape

In today’s globalized economy, compliance is no longer a back-office function — it is a strategic pillar of organizational resilience. FATF standards have created a common global language, but implementation varies widely across jurisdictions.

The UAE, where I currently practice, has emerged as a regional hub by aligning with FATF’s evolving expectations. The country’s removal from the FATF grey list in 2024 was not accidental — it was the result of targeted reforms in supervision, risk-based approaches, and cross-border cooperation.

What this demonstrates is simple: compliance is no longer just about “following the rules.” It is about proving effectiveness, demonstrating that systems and processes are not only in place but are actually preventing illicit financial flows.

Yet the challenge remains: the sheer scale and complexity of transactions in a borderless financial system make it humanly impossible to monitor risks without technological augmentation. This is where RegTech and AI enter the conversation.

AI as a Game-Changer in Compliance

Artificial intelligence is not science fiction in compliance — it is already here. From sanctions screening to transaction monitoring, from biometric onboarding to predictive analytics, AI is rewriting the way institutions detect, assess, and mitigate risks.

Take sanctions screening as an example. Traditional systems often generate overwhelming false positives, consuming valuable analyst hours. AI-driven alert calibration, on the other hand, can reduce false positives by learning patterns, refining rules, and highlighting true risks with higher accuracy.

Similarly, in transaction monitoring, AI modules can detect anomalies that rule-based engines miss — such as hidden layering in cross-border remittances or crypto-to-fiat conversion risks. AI’s predictive capability enables compliance teams to move from reactive investigations to proactive prevention.

But here lies the caution: AI is not infallible. Algorithmic bias, lack of explainability, and over-reliance on automation can create blind spots. In my experience, the most effective compliance programs are those that treat AI not as a replacement for human judgment but as an enhancement of it.

RegTech and Human Judgment: Striking the Balance

RegTech has transformed compliance efficiency, but technology alone cannot safeguard integrity. I often remind my teams that systems are only as strong as the values of the people who design, monitor, and interpret them.

Over the years, I have seen cases where institutions invested heavily in systems yet failed compliance audits — not because the technology was inadequate, but because governance, accountability, and ownership were missing.

This is where ideology and leadership matter. Compliance leaders must ensure that RegTech solutions are not simply deployed but meaningfully integrated into a culture of responsibility. AI can scan millions of transactions in seconds, but it takes a human leader to ask: Are we asking the right questions? Are we willing to act when the answers are uncomfortable?

For me, the intersection of technology and human ethics is where the true future of compliance lies.

Global Lessons from the UAE Corridor

Working in the UAE has given me a front-row seat to one of the most dynamic regulatory environments in the world. The UAE is unique because it must manage traditional banking, sprawling remittance corridors, and the fast-emerging virtual asset ecosystem simultaneously.

When FATF called for stronger action, the UAE responded with entity-wide risk assessments, strengthened sanctions frameworks, and dedicated virtual asset regulations through VARA. These were not mere check-the-box exercises — they were structural changes aimed at embedding compliance into the DNA of institutions.

For example, under VARA, Virtual Asset Service Providers (VASPs) must demonstrate not just KYC procedures but ongoing monitoring, transaction surveillance, and travel rule compliance. This mirrors FATF’s Recommendation 15 but adds a local layer of accountability tailored to Dubai’s market.

The lesson for global compliance leaders is clear: adopting FATF standards is not enough. Each jurisdiction must adapt those standards to its unique risk environment, and each institution must internalize them as part of daily operations.

Future Outlook: AI, Trust, and the Human Role

As compliance professionals, we often discuss what technology can do. I believe the next conversation must also focus on what technology should not do.

AI should not replace the ethical compass of human judgment. AI should not dilute accountability by allowing leaders to defer responsibility to algorithms. And AI should never become an excuse for complacency in governance.

The future of compliance will be defined by hybrid models — where AI provides the speed, scale, and precision, and humans provide the judgment, values, and courage to act. Regulators, too, are evolving. The EU’s AI Act, for instance, requires explainability and accountability in high-risk AI applications. This is a reminder that even as we innovate, we must remain transparent.

For me, the essence of leadership in this space is about more than compliance. It is about trust. Institutions that use AI responsibly, transparently, and ethically will not only satisfy regulators — they will earn the confidence of customers, partners, and the global community.

Conclusion

We are entering a new era where compliance cannot be separated from technology, and technology cannot be separated from values.

AI and RegTech will continue to redefine the efficiency of compliance programs, but they cannot replace the role of ethical leadership. At the end of the day, compliance is not about machines or systems — it is about people protecting people, safeguarding economies, and preserving the integrity of global financial systems.

As someone who has lived through audits, regulatory reforms, and cross-border challenges, my conviction is simple: AI is an enabler, but human leadership is irreplaceable.

Hedley Lewis, the Chief Executive Officer of CHOC Childhood Cancer Foundation South Africa, is a compassionate and visionary leader dedicated to improving the lives of children battling cancer and life-threatening blood disorders. With a strong background in leadership and social impact, Hedley has been instrumental in expanding CHOC’s national reach and enhancing its support programs. His commitment to community service and child welfare drives his mission to ensure that no family faces the cancer journey alone. Under his guidance, CHOC continues to deliver holistic care and advocacy with empathy and excellence.

Here are the key highlights from the interview:

Q1. Brief the inception story of your organization? What inspired you to establish and follow the mission and vision of CHOC?

Inception Story

CHOC was founded in 1979 by a small group of dedicated parents whose children were undergoing cancer treatment. Faced with the overwhelming emotional, financial, and logistical challenges of navigating childhood cancer, they came together to create a support system that would ease the burden for other families. What began as a grassroots initiative has since grown into a nationally recognized organization, offering comprehensive care and advocacy for children with cancer and life-threatening blood disorders.

CHOC is a registered and internationally recognized Non-Profit Organisation (NPO), providing holistic support to children and teenagers with cancer and life-threatening blood disorders, as well as their families. Our services span the country, reaching both urban and rural communities across South Africa.

CHOC serves the childhood cancer community in South Africa; however, CHOC’s reach goes much further. We reach out to communities and serve individuals by offering a range of services. Through Childhood Cancer International, CHOC supports our sister organisations in the Sub-Saharan African countries by building capacity and sharing information.

◦ CHOC Programmes include accommodation, transport to and from treatment centres, Financial Transport Assistance, and Awareness Training and Education Programme on the Siluan Early Warning Signs of Childhood Cancer.

◦ Emotional Support (both professional and non-professional) for children, teenagers and their families through their cancer journey as well as palliative, end-of-life care and bereavement support.

◦ Patient Support for patients and families, including essential CHOC Carebags, nutritional food support, and bereavement services.

Professional Emotional Support (Psychosocial Support Services)

CHOC provides psychosocial support to children, teenagers, and their families to help them cope with the numerous new demands on the family and to provide relevant information to assist them.

CHOC employs a team of social and social auxiliary workers who provide full-time psychosocial support in the Paediatric Oncology Units, from diagnosis to the end of treatment or end-of-life care, where we also offer bereavement and grief support.

Emotional Support (Parental and Family Support)

Trained volunteers provide comprehensive emotional support to children, teenagers, and their families. We offer support groups for survivors, as well as a Parent-Supporting-Parent Programme, which provides support to parents whose children have been newly diagnosed with cancer through group discussions, and during parent tea’s at the Paediatric Oncology Units.

The psychosocial team provide support to parents and families through bereavement and grief counselling. Every year at the end of November, Remembrance Services are held nationwide. During the Remembrance Services, CHOC remembers the children and teenagers who bravely fought and sadly lost their lives. It is a chance for us to stand together with the families and doctors and pay tribute to these children and teenagers.

CHOC Education Programme

The iPad Learning Programme, facilitated by iSchool-Africa, commenced in May 2024 with CHOC Childhood Cancer Foundation SA. This initiative supports paediatric oncology patients by ensuring their education continues despite the challenges posed by cancer treatment and prolonged hospital stays. The programme brings iPads loaded with engaging content directly to children and teenagers undergoing cancer treatment. The goals include reducing anxiety, minimising learning loss, and assisting with various therapies. Comprehensive training is provided to hospital school teachers and teacher consultants to integrate the technology effectively into the children and teenagers’ routines and educational plans.

Vision & Mission

Vision: All children and teens with cancer or life-threatening blood disorders have comprehensive access to care and support.

 

Mission: Supporting children and teenagers with cancer and life-threatening blood disorders, and their families; improving early detection and augmenting effective treatment.

What This Means to Families

For the children, teenagers and families we serve, CHOC’s mission and vision translate into hope, dignity, and practical support during one of life’s most difficult journeys. The organisation stands as a lifeline ensuring that no child faces cancer alone and no parent is left without guidance.

Since transitioning from the corporate world to the nonprofit sector, I’ve found deep purpose in lending my voice to children whose own voices are often faint or unheard. CHOC’s impact supporting over 1,700 children annually, delivering thousands of bed nights, and offering psychosocial care to families nationwide, showed me the power of compassion in action. It became clear that I wanted to be part of an organization where, I can assist in reshaping the landscape of Paediatric Oncology in South Africa by empowering communities, strengthening healthcare partnerships, and ensuring that childhood cancer is met with expertise, empathy, and unwavering support.

Q2. What were some of the most significant challenges you faced during the early stages, and how did you navigate them as a leader?

When I transitioned from the corporate world into the nonprofit sector, I knew I was stepping into something far more personal and purpose-led But that shift came with its own set of challenges.

One of the first hurdles was adapting to a resource-limited environment. In corporate settings, you often have access to tools, teams, and budgets. In the non-profit world especially in healthcare, you learn to do more with less. It required a complete shift in mindset and leadership style.

Then came the emotional weight. Working with children and teenagers who have been diagnosed with cancer and their families is profoundly humbling. You’re not just managing programmes; you’re walking alongside people in their most vulnerable moments. That demands compassion, resilience, and a kind of leadership that listens more than it speaks.

Funding was, and still is, a constant challenge. Sustaining programmes such as accommodation, transport, nutritional support, and psychosocial care requires continuous advocacy, donor trust-building, and demonstrating tangible impact. However, having a strong, supportive team and board is absolutely vital to achieving CHOC’s mission. I’m deeply grateful for the collaboration, dedication, and shared vision that carry us through every challenge we face. It’s through this united effort that we continue to make a meaningful impact in the lives of children with cancer and their families.

Raising awareness in underserved communities also remains a significant challenge. Early detection saves lives, yet stigma and misinformation persist. That is why advocacy and education have become central to CHOC’s mission.

Through it all, I’ve leaned on purpose, empathy, and collaboration. I’ve worked closely with paediatric oncologists, government departments, volunteers, and donors, because leadership in this space is not about standing alone, it’s about standing together.

If I’ve learned anything, it’s this: resilience is not just about bouncing back, it’s about staying grounded in your mission even when the road gets tough. That’s what keeps me and CHOC moving forward.

Q3. In today’s rapidly evolving business world, what core values and leadership traits do you believe are most important for long-term success?

Childhood cancer advocacy isn’t just a healthcare issue; it’s a human rights issue. The next generation of African leaders must be bold enough to challenge broken systems, compassionate enough to walk with families, and visionary enough to build a future where no child is left behind.

True leadership in this space must begin with compassion. Every decision affects real lives, children determined to survive and families navigating grief and uncertainty. Compassion builds trust, and trust builds resilience.

Leaders must also be a voice for the voiceless. Across Africa, too many children and teenagers are diagnosed too late due to stigma and lack of awareness. We must influence policy, engage media, and fight for equity.

Beyond treatment, we must build systems of holistic support that empower families. At CHOC, we provide accommodation, nutritious meals, transport, and psychosocial care. These are not luxuries; they are lifelines.

Collaboration is essential. We work hand-in-hand with paediatric oncologists, nurses, social workers, government, and NGOs. Our partnerships with SAPHO and the Tumour Registry are examples of how collective effort creates systemic change.

Finally, leaders must remain resilient and purpose driven. The work is tough, funding is limited, and the emotional toll is heavy. But the mission is too important to abandon. At CHOC, we stay focused on the children, we adapt, we grow, and we keep showing up.

To the next generation of leaders: lead with heart, build with vision, and never forget who you’re doing it for.

Q4. In your opinion, what are the key qualities required for a successful leader in today’s business environment?

Leadership, particularly in the non-profit healthcare sector, is impossible without a strong and passionate team. At CHOC Childhood Cancer Foundation SA, our regional teams, social workers, and volunteers, work near paediatric oncology units across the country, ensuring that families receive consistent, practical, and emotional support during the most challenging times of their lives.

This frontline presence is backed by a robust finance and governance framework, along with a dedicated HR function that empowers staff to focus on what matters most while supporting children, teenagers and their families. With systems in place to ensure compliance, transparency, and operational efficiency, our teams can channel their energy into care, advocacy, and impact.

Strong fundraising programmes, driven by empathy and strategic execution, allow CHOC to sustain and grow its services. Our staff and volunteers gain immense personal and professional fulfilment from the work they do, witnessing the resilience of adolescents, the gratitude of families, and the tangible difference their efforts make in the lives of others. This work cultivates a deep sense of purpose, compassion, and unity across the organisation.

At the heart of this cohesive and mission-driven culture as the CEO, my leadership brings together diverse teams under a shared vision of excellence, compassion, and accountability. I ensure that every part of CHOC from governance and fundraising to frontline support is aligned and working collaboratively. My ability to inspire, connect, and lead with integrity has been instrumental in building a united organisation where every team member feels valued, supported, and driven by the cause.

Together, CHOC’s people form a powerful force for good, one that not only uplifts children and teenagers with cancer and their families but also strengthens the broader healthcare and non-profit landscape in South Africa.

Building on this foundation, I believe the following leadership qualities are essential:

• Authenticity: Great leaders are grounded in who they are, lead with integrity, and are not afraid to show vulnerability.
• Empathy and compassion: Emotional intelligence is non-negotiable. Understanding your team and community builds trust and resilience.
• Visionary thinking: Leaders must inspire others toward a better future, anticipating change and embracing innovation.
• Adaptability: The world is fast-changing. Leaders must be agile, open to feedback, and committed to lifelong learning.
• Collaboration and influence: Leadership today is about building coalitions and empowering others, not controlling them.
• Resilience: Setbacks will come, but true leaders remain steady, model perseverance, and inspire others to do the same.
• Strategic communication: Clear, transparent, and inspiring communication aligns people with purpose and drives culture and impact.

Q5. What advice would you offer to the next generation of entrepreneurs and leaders across Africa?

My advice is simple but profound: lead with empathy. In our field, compassion isn’t a luxury, it’s a necessity. Every child we serve is more than a diagnosis; every caregiver is more than a support system. They are the heartbeat of our mission.

Build systems that wrap around the family holistically – medically, emotionally, logistically, and socially. At CHOC, we’ve seen how something as simple as a warm bed, a meal, a transport voucher, or a listening ear can transform a family’s experience.

Embrace innovation from data-driven treatment plans to mobile health tools but ensure that technology serves humanity and reaches even the most remote communities.

Above all, embrace collaboration. At CHOC Childhood Cancer Foundation SA, partnership is not just a strategy, it’s a lifeline. We actively engage with a wide network of stakeholders including government departments, public and private hospitals, NGOs, corporates, and community organisations. These relationships are foundational to our mission of supporting children with cancer and their families. These alliances are deeply meaningful. They reflect a shared commitment to dignity, hope, and healing. Every stakeholder plays a role in the journey of a child or teenager who has been diagnosed with cancer, and CHOC is proud to be the thread that weaves these efforts together

To young African leaders: be bold, be kind, and be relentless. The children of this continent deserve nothing less.

I’ve had the privilege of surrounding myself with an exceptional team, and I truly believe I work alongside some of the most dedicated and compassionate individuals. Together, we are not just colleagues—we are a united force making a meaningful difference in the lives of children with cancer. I’m deeply honoured to work with people who bring heart, purpose, and unwavering commitment to everything they do.

Q6. What do you see as the most impactful trends or transformations shaping your industry in 2025 and beyond?

The childhood cancer field is undergoing profound transformation, driven by innovation, collaboration, and equity.

We are at a turning point. In high-income countries, survival rates for childhood cancer exceed 80%, while in many parts of Africa, survival is just 20%. This disparity is unacceptable—it is a call to action.

Global initiatives such as the WHO Global Initiative for Childhood Cancer (CureAll framework) are working to raise survival rates to 60% by 2030. For CHOC, this means deepening our involvement in public health, advocacy, and grassroots awareness.

Families affected by childhood cancer face immense psychological, emotional, financial, and logistical challenges. Many experiences strain due to travel distances to treatment centres, lack of nearby accommodation, out-of-pocket expenses, and disruptions to family life. The burden is shared not only by patients, but also by parents, siblings, and caregivers. As reflected in the global campaign #WeAllLiveIt, when a child is diagnosed with cancer, the entire family embarks on the journey together. But medicine alone is not enough. Healing requires wraparound support, beds near hospitals, nutritious meals, transport assistance, and psychosocial care. CHOC’s integrated model is designed to provide this, and it is increasingly being recognised as best practice worldwide.

Collaboration is another key driver. Governments, NGOs, hospitals, and the private sector are working together like never before. CHOC’s partnerships help shape national policy and strengthen healthcare systems from the ground up. The Department of Health, NCR, CHOC, SAAPHO, and WHO commend the dedication of healthcare professionals, support organisations, and members of the public who offer vital care and compassion to children with cancer. The NCR remains committed to ensuring accurate data collection and analysis to inform decision-making and improve outcomes.

Finally, the voices of survivors are reshaping the conversation. Their stories guide how we design programmes and ensure long-term healing.

The future of childhood cancer care will be more connected, compassionate, and equitable and CHOC is determined to help lead that transformation.

Q7. Brief us about your future roadmap.

Our future roadmap is focused on both strengthening and innovating:

• Enhancing existing programmes to further reduce treatment abandonment rates.
• Expanding awareness campaigns, across South Africa, ensuring no environment is overlooked, to educate communities on the early warning signs of childhood cancer.
• Innovating support models, leveraging digital tools, expanding accommodation and nutritional programmes, and strengthening psychosocial services.
• Building stronger collaborations with government, hospitals, and NGOs to unify efforts under paediatric oncology units.
• Empowering survivors and families to share their voices, guiding us in creating more relevant and compassionate programmes.

Our vision for the future is clear: a South Africa where no child faces cancer alone, where early detection is the norm, and where every family receives the support they need to stay strong and hopeful.

Dan Yogev Kaznelson is a visionary leader in the aviation industry, currently driving digital and operational innovation at EL AL. With a background in IT and project management, he has built a career around leveraging technology to transform complex systems and enhance efficiency. His leadership style emphasizes collaboration, inclusivity, and empowering teams to co-create impactful solutions. Under his guidance, EL AL has embraced digitalization, AI-driven tools, and customer-centric innovations to stay competitive in a rapidly evolving market. Widely respected for bridging technology and people, Dan continues to shape the future of aviation with strategic foresight and a passion for meaningful impact.

Here are the key highlights from the interview:

1. Can you share the story of your professional journey and what inspired you to pursue a career in the aviation industry?

My career has been driven by a passion for technology, problem-solving, and operational excellence. I began in project management and IT, where I discovered how digital solutions can transform complex environments. Aviation stood out because it’s a truly complex industry with multiple interconnected systems, where every day is different and no two days are the same. It’s an environment that constantly demands flexibility and the ability to react quickly to change, which aligns perfectly with my interest in strategic thinking and innovation. The opportunity to apply technology to create meaningful impact across people and operations inspired me to dedicate my career to this dynamic field.

2. How did your early experiences shape your leadership style and vision for driving innovation at EL AL?
Early in my career, I realized that successful leadership is about listening as much as directing. Working in project management and IT taught me to understand people’s perspectives, involve them in shaping solutions, and harness their potential. I also developed a habit of asking key questions for every initiative: What value does this bring? How will it benefit the organization? At EL AL, this approach drives inclusive innovation, where employees are active participants in valuable projects. I maintain an open mind, encouraging everyone to share new ideas, because those closest to the work often have the best insights. By building strong partnerships across teams and fostering open dialogue, I’ve learned that sustainable innovation emerges when people feel empowered, engaged, and part of the journey.

3. What drew you specifically to focus on aviation and airline management, and how has your role evolved over time?
Aviation drew me because it’s a highly complex, dynamic industry where multiple systems interact, and no two days are ever the same. It challenges you to react quickly to change and make decisions that ripple across the entire organization. I initially focused on IT and digital projects, but over time my role has evolved to overseeing broader operational and digital strategies, integrating technology and processes. Several projects have also improved the employee experience, which in turn has had a positive impact on the passenger experience. Today, I work to enhance efficiency and ensure EL AL remains innovative, agile, and future-ready.

4. How has EL AL adapted its services to meet the evolving expectations of travelers and the changing dynamics of the aviation industry?

EL AL has embraced innovation, digitalization, and AI-driven solutions to meet the evolving expectations of passengers. We have introduced new services and self-service options that make the travel experience more convenient, flexible, and personalized. At the same time, we continuously improve operational processes, enabling smarter decision-making and more efficient day-to-day operations. Passengers now receive real-time updates and enhanced support, reflecting our commitment to seamless, technology-enabled experiences. By combining these elements, EL AL stays agile, innovative, and ahead in a competitive aviation landscape.

5. What were the most significant challenges you faced in leading within such a highly competitive and regulated industry, and how did you overcome them?

One of the greatest challenges in aviation is leading transformation in a highly regulated and competitive environment. Regulatory requirements, complex systems, and naturally cautious mindsets often make change difficult. I overcame this by learning from leading companies in the industry, drawing insights from colleagues at other airlines, and approaching problems with creative, out-of-the-box thinking. At the same time, I emphasized collaboration, building strong partnerships across departments, and fostering open dialogue, ensuring that every change was understood, embraced, and delivered clear value. This approach has proven essential in driving successful innovation in a complex environment.

6. How do you ensure EL AL remains competitive and relevant in a fast-changing global aviation landscape?

To stay competitive, EL AL focuses on continuous innovation, operational excellence, and customer-centric solutions. We invest in digital tools, AI-driven systems, and self-service platforms that enhance efficiency and improve the passenger experience. At the same time, we nurture a culture of collaboration, learning, and agility, ensuring that new ideas are tested, refined, and implemented effectively. By combining strategic technology adoption with strong operational practices, EL AL remains adaptive, resilient, and positioned to lead in a rapidly evolving global aviation market.

7. What advice would you give to young professionals who aspire to build a career in aviation and airline management?

For young professionals aspiring to a career in aviation, I would advise them to remain curious, embrace challenges, and think boldly. Seek opportunities to learn and make a meaningful contribution by addressing problems, and take lessons from both successes and setbacks while maintaining adaptability in a fast-paced industry. Cultivate relationships and surround yourself with individuals who challenge you and help you achieve your full potential. Above all, strive to make a tangible impact—through innovation, collaboration, practical engagement, and persistence in bringing ideas to fruition.

9. How do you see the aviation industry evolving over the next 5–10 years, and what role do you envision EL AL playing in shaping that future?

The aviation industry will continue to experience strong growth over the next decade, driven by rising passenger demand and global connectivity. Digitalization will play a central role, with intelligent, data-driven systems, AI, self-service solutions, and flexible platforms transforming how airlines operate and anticipate passenger needs. EL AL has already initiated its digital transformation, and as an Israeli company in the “Startup Nation,” we are committed to adopting emerging technologies and becoming a fully digital airline. Our focus is on delivering efficient, seamless, and personalized experiences, while leading the next generation of innovation and shaping the future of aviation.

10. How would you like your leadership and contribution to the aviation sector to be remembered?

I hope to be remembered as a leader who bridged technology and people, turning innovative ideas into meaningful impact. My goal has always been to improve operational processes, enhance experiences, and empower teams to perform at their best. I want my contribution to reflect a commitment to innovation, collaboration, and practical results, leaving a legacy that not only advanced EL AL but also helped shape the broader aviation industry for the better.

11. Is there anything specific you would like to highlight about EL AL’s journey, achievements, or impact that you feel would inspire our readers?

EL AL’s journey in recent years demonstrates the power of vision, innovation, and perseverance. Following the challenges of COVID, EL AL rebuilt itself as a new-generation airline, redefining how we operate and serve our passengers. Projects I have led—such as EFF, Trip Trade, ACC and many more—have showcased how strategic technology adoption can transform operations and drive efficiency, with several receiving international recognition and awards. Beyond these achievements, EL AL has consistently maintained 5-star customer service ratings across multiple years, a testament to our dedication to excellence. Together, these milestones highlight what is possible when technology, people, and strategy align, and I hope they serve as inspiration for others to embrace innovation and create meaningful impact in their own industries.

• 📌 Visit Dan Yogev Kaznelson👉   – LinkedIn Profile
• 🌐 Explore EL AL Israel Airlines  👉 – Company Website

In a world obsessed with technology, metrics, and performance, Ignacio Bonasa has chosen a different path — one that speaks not to machines, but to hearts.

As President and Founder of LIDERARTE, Bonasa has built much more than an organization; he has built a movement of soulful leadership.

LIDERARTE is not a business school nor a consulting firm. It is a factory of human transformation, where leadership and art merge to form something profoundly different: leaders with soul.

Under Bonasa’s visionary guidance, the classroom becomes a stage, art becomes a teacher, and every experience turns into a mirror for self-discovery.

His pioneering approach, Learning Through Art, structured under the 4A Model, has reached leaders, educators, and organizations across Europe and Latin America — awakening them to a deeper question: What does it truly mean to lead as a human being?

Today, Ignacio Bonasa stands as a bridge between art and leadership, heart and intellect, emotion and action — showing the world that true leadership begins not with power, but with purpose.

A Vision Born from Emptiness

Before founding LIDERARTE, Bonasa had already achieved what most professionals dream of: success, stability, and recognition in the corporate and banking sectors. Yet beneath the surface of achievement, he felt a deep void.

“Success without meaning,” he reflects, “is emptiness in disguise.”

That realization became the turning point of his life. Bonasa decided to create a space where people could reconnect with their essence — a place where leadership was not just about management, but about humanity.

That vision gave birth to LIDERARTE, a sanctuary for rediscovering purpose through creativity, empathy, and self-awareness.

LIDERARTE: Where Leadership Meets Art

When asked to define LIDERARTE in one sentence, Bonasa smiles and says:

“It’s where leadership meets art — and the human being becomes the masterpiece.”

This poetic definition captures the essence of his philosophy. Unlike conventional leadership programs that rely on theories and frameworks, LIDERARTE offers transformative experiences.

Through music, painting, theatre, and nature, participants are invited to see themselves in a new light — to feel before they think.

“Art awakens what logic silences,” Bonasa explains. “It touches emotions, activates creativity, and invites reflection. Only when people feel can they truly transform.”

In LIDERARTE’s workshops, the boundaries between artist and leader disappear. The stage becomes a classroom, the paintbrush a tool of expression, and every exercise a metaphor for life.

“Leadership is an art — and every leader is a work in progress.”

The 4A Model: A Formula for Human Transformation

At the heart of LIDERARTE lies the 4A Model, Bonasa’s original framework for leadership development:

• Learning must be experiential, grounded in real emotion.
• Attitude must remain positive and constructive, even in uncertainty.
• Soul must stay connected to one’s essence and authenticity.
• Action must translate insight into tangible, positive impact.

This model guides individuals and organizations through a transformative journey — from knowledge to consciousness. Bonasa describes it as “a compass for evolution: from management to leadership, from performance to purpose.”

Art as Teacher, Emotion as Guide

What makes Bonasa’s approach so unique is his belief that art is the most powerful teacher of all. Whether through painting, theatre, dance, or music, art becomes a mirror reflecting the invisible — our fears, dreams, and untapped potential.

“Art helps people reconnect with their creative side,” he says. “And when they do, they become more human. They lead with empathy, listen with presence, and inspire through authenticity. Creativity is not a skill — it is a state of consciousness.”

Through programs like Naturalizarte, LIDERARTE takes participants beyond the boardroom and into nature. Here, trees replace walls, and silence becomes the most eloquent teacher.

“When people reconnect with nature,” Bonasa adds, “they reconnect with themselves.”

Impacting Organizations Through Humanity

LIDERARTE’s impact on organizations is both profound and practical. Bonasa’s team helps companies create cultures of trust, purpose, and vitality — what he calls Vitamin Organizations.

“These are organizations that energize rather than drain,” he explains. “They generate positive energy — vitamins for the soul — through trust, collaboration, and wellbeing.”

By focusing on emotional intelligence and purpose-driven culture, LIDERARTE turns teams into orchestras, where every individual plays their part in harmony.

“Our methodology transforms how people communicate, collaborate, and connect,” Bonasa says. “We measure transformation not only by performance, but by emotion — by the light in people’s eyes when they rediscover meaning.”

A Community, Not a Company

Bonasa often says, “LIDERARTE is not a company — it’s a community.” And he means it.

The organization is built as a collective of dreamers, creators, and changemakers, each contributing their unique essence to a shared vision.

“We select our collaborators not by résumé, but by essence,” Bonasa explains. “We look for people who are alive inside — with passion, integrity, and purpose. Only those who lead with soul can help others find theirs.”

This sense of community gives LIDERARTE its heartbeat. Every facilitator, artist, and leader who joins the movement adds a new brushstroke to its living canvas.

Redefining Leadership for the Future

In Bonasa’s world, the future of leadership is not digital — it’s human. He firmly believes that the next great revolution won’t come from artificial intelligence, but from authentic intelligence: empathy, resilience, creativity, and compassion.

“Human Skills,” he says, “are the new core competencies. Technology without humanity is just noise.”

Bonasa dreams of forming leaders who elevate rather than dominate — individuals who know themselves, manage their emotions, and contribute meaningfully to society. These are leaders who understand that success is not about control, but about connection.

A Dream Without Borders

When asked about his dream for LIDERARTE’s future, Bonasa’s eyes light up:

“I dream of a world where every organization has its own LIDERARTE inside — a world where art, purpose, and humanity redefine what it means to lead.”

Already, his message has traveled far beyond Spain and Latin America, touching lives across continents. Each workshop, each talk, each experience becomes a ripple in a global tide of conscious leadership.

For Bonasa, transformation is not a one-time event; it’s an ongoing journey — a constant dance between learning and becoming.

Emotional Closing

Ignacio Bonasa does not teach leadership — he paints it, sings it, and lives it.

He turns the corporate world into a canvas and reminds us that leadership is not about titles, but about transformation.

Because, as he often says:

“When a leader leads with soul, the organization breathes;

when an organization breathes, society heals.”

Turn it around. Reset yourself. Lead with soul.

Because change begins within you.

• 📌 Visit  Ignacio Bonasa👉   – LinkedIn Profile
• 🌐 Explore Liderarte Talent Factory 👉 – Company Website

In the world of mining and natural resources, where geology meets engineering and strategy intertwines with sustainability, Oscar van Antwerpen has been functioning and interweaving these disciplines to carve a distinctive path. His journey is not merely about extracting value from the Earth, but about unlocking potential of people and processes, and the planet itself. From his early fascination with geological formations to his leadership in reshaping Africa’s mining narrative, van Antwerpen’s career reflects a blend of scientific curiosity, ethical conviction, and visionary leadership.

A Curiosity Born from the Earth

For Oscar, the fascination with the natural world began long before he entered the mining industry. As a child, he was fascinated by the patterns of rocks exposed in road cuttings, the layers of mountain formations, and the stories told by fossils. Initially drawn to botany and zoology, his academic curiosity took a new direction when he stumbled upon the geology department’s mineral collection. That moment, as he describes it, was transformative: “It completely shifted my perspective.”

The mineral collection portrayed the beauty of Earth’s processes, the chemical precision, the geological mystery, and the tangible link between science and the real world. Geology became a tool to understanding not just how the Earth worked, but how humans could interact with it responsibly. That fascination developed into a lifelong interests and study combining natural science with the practical applications of engineering. Mining, for him, became the ultimate field where those worlds met.

Standing 3,000 metres below the Earth’s surface for the first time, surrounded by the product of millions of years of geological transformation—an orebody —van Antwerpen recalls being filled by amazement. “It was a showpiece  of engineering,” he says. “Mining gave me the opportunity to solve complex challenges across different disciplines, every project a new problem to understand, every orebody a new set of rules to understand.”

A Leadership Vision Rooted in Empathy and Excellence

Van Antwerpen’s leadership philosophy is grounded in a simple belief: people thrive when they feel valued, acknowledged, and empowered, and participating in a project and or company with direction.   “Great leadership,” he says, “starts with recognising the value of diverse talent—intellectual, emotional, and creative.”

Oscar leads with empathy, creating environments where his teams feel supported to grow, contribute meaningfully, and pursue their personal goals. His approach is far from traditional; it combines technical excellence with emotional intelligence. Under his guidance, teams are encouraged not only to meet operational targets delivering projects safely, sustainably, on time, and within budget but also to innovate, challenge conventions, and think differently.

Van Antwerpen’s mission is clear: to lead by example, build shared purpose, and deliver sustainable impact. It is a style of leadership that has inspired loyalty, driving performance across the mining sector. 

Navigating Challenges with Integrity

The mining sector in Africa, despite its vast potential, faces numerous challenges from corruption, starvation, famine, war to mineral tenement problems, logistical constrains, skill shortages and electricity shortages. For van Antwerpen corruption stands as one of the greatest barriers to progress. “Corruption doesn’t just slow things down,” he notes. “It undermines development, diverts funds, and damages trust.” It also undermines investor interest.

Encouragingly, Antwerpen sees positive change. “In countries where corruption is being tackled head-on, progress is tangible. Ethical leadership is not optional.  It is the key to transforming resource wealth into sustainable development.” His conviction that integrity is the foundation for long-term growth has become a cornerstone of his leadership legacy.

Redefining Mining through Geometallurgy

Among van Antwerpen’s most transformative achievements is his application of geometallurgy, an approach that integrates geological and metallurgical insights to optimise mining operations. Traditionally seen as a technical specialty, geometallurgy has become a central tool in day-to-day operations, revolutionising resource extraction and recovery.

The results have shown that projects once deemed non-viable are now profitable, resources previously out of reach are being successfully mined, and efficiency has improved across multiple sites. The use of this technique has helped many marginalised ore deposits to be mined profitably.  .

Sustainability at the Core

Van Antwerpen’s approach to mine planning and resource optimisation is  intertwined with sustainability and community empowerment. “Sustainability isn’t an add-on.  It’s built into how we operate from day one,” he emphasises. His focus extends beyond compliance to real, lasting impact.

Oscar, also champions geometrical modelling, integrating geological and metallurgical data to refine mine plans and optimize production. The result? Lower capital costs, higher project value, and improved IRR and NPV. “Innovation isn’t about replacing people,” he explains, “it’s about empowering them to work smarter, safer, and more effectively.”

Oscar strongly advocates for in-country beneficiation, ensuring that raw materials are processed locally to stimulate job creation and strengthen local economies. “It’s about keeping value where it’s needed most,” he says. Environmental rehabilitation is another priority. From land restoration to preventing acid mine drainage, his teams work diligently to ensure these considerations are integrated to the planning process.  .

On the human side, van Antwerpen’s philosophy is clear: communities must grow alongside the mines. His organisations invest in structured training, career development, and the integration of local talent into core operations. “We want to build something that lasts,” he adds. “That’s the true spirit of sustainable development.”

Harnessing Innovation and Technology

Technology, for van Antwerpen, is more than a tool: it’s a mindset. His company has been developing in-house tools to leverage AI and deep learning in geological exploration and modelling, enhancing the process of target selection.  These systems have dramatically improved the detection of geological anomalies as the datasets currently being generated are fast and complex. 

Empowering Local Talent and Building Capacity

Central to van Antwerpen’s leadership is a deep commitment to local empowerment. He prioritises hiring and training local geologists and engineers, fostering skills transfer and capacity building across the continent. “We invest in education and training because that’s what makes development sustainable,” he says.

Through partnerships with universities and graduate programs, his teams are nurturing the next generation of mining professionals. It is a long-term strategy designed not only to grow talent but also to anchor expertise within Africa. “We’re building the future workforce of the industry,” he notes.

Africa’s Place in the Global Mining Economy

Africa, van Antwerpen believes, stands on the brink of a major transformation. With vast reserves of critical minerals— from copper and iron ore to rare earths—the continent has all the ingredients for a thriving mining economy. But, as he points out, “having resources isn’t enough.”

Oscar’s focus has been on promoting internal processing, strategic planning, and transparency to ensure that Africa captures more of the value chain. He also places strong emphasis on education, empowering leaders and decision-makers to understand the transformative power of geometallurgy—and to ensure resource rent is put to proper use.

“It’s a mindset shift,” he says. “Africa is not just a source of raw materials. It is a global player with the expertise, technology, and leadership to shape its own destiny, and should be developed as such.”

Looking Ahead: A Smarter, More Sustainable Future

In the short term, van Antwerpen’s goals are focused on expanding the implementation of geometallurgy and improving resource extractability. In the long run, he envisions an African mining industry that is self-sufficient, technologically advanced, and globally competitive.

That vision includes stronger local beneficiation, deeper environmental stewardship, and genuine community engagement. “Success,” he says, “isn’t just measured in tonnes mined or profits made. It’s measured in the value we create for people, for the environment, and for the future.”

A Legacy of Empathy, Integrity, and Empowerment

Asked what advice he would give to aspiring leaders, van Antwerpen does not hesitate. “Leadership starts with empathy, integrity, and purpose. Education, transparency, and strategy must sit at the centre of everything we do.”

Oscar urges young leaders to tackle corruption, to innovate fearlessly, and to build organisations that uplift rather than exploit. “Real change doesn’t happen by accident; it happens when leaders act with integrity and vision.”

Among his proudest initiatives is the “Be The Good” foundation,  his non-profit dedicated to supporting vulnerable communities through early childhood development and poverty relief programs. It reflects the same principles that guide his professional life: empathy, education, and empowerment.

And perhaps that is the essence of Oscar van Antwerpen’s story: a leader who looks beneath the surface not just to extract value, but to uncover meaning; who sees mining not as an end, but as a platform for progress. His legacy is not only in the resources unearthed from the ground, but in the opportunities and hope he helps cultivate above it.    

• 📌 Visit  Oscar Antwerpen👉   – LinkedIn Profile
• 🌐 Explore MINROM 👉 – Company Website