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Brief us about the inception of your career? What were your ambitions as a teenager?

I was born on the Sunshine Coast, Queensland, Australia and like most youth at the coast had a love of sport and the outdoors. Australian Rules Football and Golf were my passions and as a teenager I soon reached the elite level in both. I represented my state as a schoolboy footballer and I was also a single figure handicap golfer. Torn between both sports I see-sawed between the two before finally focussing on my professional career and a decision to become a teacher. My ambitions were easily summarised however as having a very determined work ethic and an ambition to be the very best I could be in something that I had a passion for. As an educator I saw the potential to have significant impact on others and to develop young people through my craft as a communicator, coach and mentor.

From an early age I became a student of leadership and personal development and have spent my life focussed on self improvement as well as developing the potential in others.

From a humble and working class background to now operating a global company. To visiting 63 countries of the world and leading projects in most regions.

 

What are the aims and ideals that guide you as you run your company?

Our company was founded with very strong beliefs and values that we should bring the highest quality of education to all corners of the globe. We wanted to bring equitable access and to find ways that we could maximise impact. Education does not teach young people what to think however it helps young people to become informed decision makers who can, with the greatest skills, knowledge and abilities, create impact.

Our company sets up and operates schools on behalf of investors and developers. We also work with schools that plan to expand overseas as well as existing school groups. We have the team and the expertise internationally that most investors and schools don’t have.

We have led education projects in 16 countries including setting up schools, managing schools as well as teacher training and development. We do market research and feasibility studies, business planning and financial modelling. We are a full service, one stop shop for new and existing schools. We launch but also improve educational institutions.

As an innovative leader, how do you manage to inspire your team to innovate and think outside the box?

I believe that innovation is an essential quality for this and future generations. Innovation happens when we refuse to accept that an obstacle is too big and also with a belief that there is a better or different way. Innovators find new solutions by automatically assuming there is an alternative way. It is only when the status quo is ruled out that we can see unique solutions.

I tend to say “yes we can” by default and then find the way. I refuse to accept that there is not a way or a new way, a better way and a path towards best practice.

I am very down to earth. I don’t have a personal assistant. I make my own coffee and I don’t expect anyone to do anything that I am not prepared to do myself. I share knowledge and skills with others and hope that by developing others skills that we all benefit as a team. I learn from others as much as they might potentially learn from me.

I have a very strong focus on being authentic and living a life of integrity. My word is my honour and I will always set out to under promise but over deliver. You just can’t fake quality and you can’t fake authenticity. I play the long game. I want to build long term relationships and organisations that are sustainable. There is no ego. Results and outcomes prove themselves.

 

What were challenges and obstacles you faced along the way?

We launched our company outside our own respective home countries. We were launching an enterprise in unique and challenging cultural contexts. Our determination refused to allow us to see the obvious challenges but now in hindsight we realise how unique our plan was. To create a global company that sets up and operates schools in many countries, other than our own is incredibly difficult. Navigating the relationships and learning to change education paradigms is an enormous challenge. We created unique skills in our ability to understand different cultures both to manage a successful business as well as deliver curriculum, teaching and learning in unique contexts.

We first launched our company with projects in India and China. As humble educators from Australia and America we now look back on how extraordinary this was. We worked very hard and never heard the negatives. I cannot tell you those stories that others share where friends and colleagues said “you are crazy and that can’t be done.” I guess they either believed in us too or I just didn’t hear them.

What sets your company apart from the rest of the market? Do you believe in diversifying?

Our company has a reputation in being niche in the market. We have developed the abilities to be both international education experts as well as international business specialists. Rarely can leaders or companies do both very well. Education and business are considered quite different fields however we are described by many as the invaluable bridge between them. Educators are often wary of for-profit schools believing that they are too commercially focussed. While educators rarely understand business. We often say that “Without money there is no mission. Without Mission there is n money.” Both are incredibly important.

We have always focussed on maintaining that balance. We understand all curriculums and best practise in teaching methodology. We understand business, marketing and operations.

We are innovators and out of the box thinkers but we filter all new ideas and directions on the guiding question of “Will this new idea, technology, strategy or service accelerate outcomes for children.” If it does not pass this simple test then we push it aside. We focus on data and evidence to guide decision making. Proof of concept and proof of success is very important.

Kindly mention some of the notable recognitions and accreditations received by your person and organisation?

We have been fortunate to be recognised individually and collectively as a company with many awards.

Individual Awards:

• In 2007 I was awarded the Ministers Award for Excellence in School Leadership as one of the the highest performing Principals in Queensland, Australia.
• 2006 Regional Showcase Award for Industry and Community Partnerships
• 2005 – Regional Showcase Award for Leadership
• 2005 – ICT Innovation Award and grant for innovative and flexible curriculum delivery

GSE as a company:

• Award Winner – Top Ten Best Education Solutions (2018)
• Award Winner – Best Global Brand in International Education (2016)
• Award Winner – Best Global Brand in Secondary and Vocational Training (2015)
• Award Winner – Asia Pacific Corporate and Social Responsibility Award in Education (2015)

Partner and Co-founder,  Shanna Parry:

• Business Woman in Education to Watch, Leadership (2022)
• Most Successful Businesswoman to Watch (2021)
• Top 30 Global Guru in Education (2019, 2018)

Where do you see your organisation in the years to come? How do plan to respond to the lows that followed the pandemic?

We plan to have schools operating under our management brand in all major continents and regions of the world. By 2030 we expect to have 20 schools operated by GSE across several regions but concentrating on Asia, Africa and the Middle East.

We decided several years ago that our mission was to become the voice of international education. We wanted to be the company that people come to when they need specialist expertise and best practice in the field of setting up and operating international schools. “The loudest and most respected voice in the room.”

We have published more than 200+ articles on all areas of international education. It was always a strategy to intentionally give back to others but also to “walk the walk.” There is no sense just telling people that you are the market leader. You must genuinely show people. Our articles have become an essential resource for others and they demonstrate our elite and exceptional knowledge in the key areas that are important for setting up and managing schools well.

The pandemic was a challenge however we actually launched several new projects and schools during that time. Clients needed our expertise and although travel was a barrier we successfully started several new schools under the challenging circumstances and without the ability to travel and meet in person. Out global reach expanded with very high numbers of enquiries and an extraordinary number of investors, developers and clients engaging us in their early planning. As the pandemic implications began to ease our new projects are now launching out of a gate that was very ready to be open.

We also know that to maximise our impact through education we must improve the quality of teaching delivery. That must include teacher training. We are set to launch expanded teacher training and development programs but ons that are truly impactful. They are programs that are sustainable and deliver genuine reform and change. Sadly most training, conferences and workshops have little impact beyond the coffee and cakes at break time. We have developed training systems that deliver on the investment.

What is your advice to budding entrepreneurs who wish to kick start their careers?

Firstly you need to find something that excites you and that you are passionate about.Then you need to become the very best you can be at that.

You need to find good mentors. Not just one but several. Learn all that you can from others. Test and apply these things in your own way. Discard ideas and skills that don’t match but concentrate and focus on the areas that you find have the greatest impact for you.

Be patient but consistent. Success happens in waves but not in response to small inconsistent efforts. When you least expect it the large waves will carry you to places you may never have predicted.

Through this questionnaire, our aim is to accentuate your journey, your aims and achievements, your thoughts and perspectives, the organisation you run, your contributions to the society, and your strengths in the national and international markets. We are looking for crisp and perspicacious answers between 800-1000 words for the same.

How would you describe your journey? Brief us on the inception story of your career. My husband and I launched Bergman Design House five years ago – the name being a blend of our surnames (Berglund and Soliman). It somehow happened organically. We were doing small freelance jobs such as small townhouses on the side, and then we met Olia, the owner of BXR (London’s Luxury Boxing Gym), and she asked us to design the gym. From there, Soliman and Berglund began picking up wellness, hospitality, and high-end residential projects, and we left Hirsch Bedner Associates (HBA) to focus on Bergman Design House full-time. Totally by coincidence, a very beautiful one, after the huge success of BXR, we found our names everywhere as Albin and Marie. We were asked to set up a company, design a logo and launch a website, which we did in November 2016 in my living room. The universe had given us a massive push forward, we took the leap of faith and Bergman Design House was born.

• Enlighten us about your role in the organisation you are leading / associated with? I am the founder and creative director of Bergman Design House.
  I was dubbed a “chameleon of design” by British GQ magazine, my vision stems from belief in the vital spark of adventurous souls willing to take risks and try and test new ideas in the service of creating fabulous and engaging experiences. My goal is always to bring fresh ideas to the fore, while revelling in — not fearing — the chaos of creation. A keen eye for the timeless and the well-crafted has guided me on journeys around the world to spearhead such globally recognised projects as The Other house Hotel South Kensington, The Other house Covent Garden, BXR London, We11, NOR hotel Norway, and Eagle Lodge in Botswana, among others.
• Where do you find inspiration? What motivates you to work harder?
• What is the one thing you wish you had known about women in your line of work before you started working?
• Do you believe it is compulsory for a woman to manage a household alongside her work?

As a woman, what has been the highlight of you career?
Arh! this is like asking me if I have a favourite kid. I love all my projects and each stands out differently, but I can’t be more proud of the Other House Hotel and Club residence we designed and also Where is Laowai in Vancouver.

• What are the changes you wish to make for the better in your professional life post-pandemic?
• Brief us on the changes the pandemic brought to your sector and your market. Has the work-culture altered?
  Design is the reflection of the era we live in, and with more conscious choices and well-travelled individuals we are seeing—and getting asked to design—more sustainable and meaningful luxurious spaces. In the past year, the hospitality industry has undergone a significant transformation to adapt to the changing demands of guests and travellers, blending necessities with aesthetics. A sustainable approach, mixing the new with the old and vintage to give old treasures a second breath of life, to create an intimate connection and a stage of meaningful luxury. There is so much history, fun and beauty behind hunting the good antique pieces that create a very original design story!
  The pandemic has seen a record-breaking rise in the number of superyacht sales, as the ultra-wealthy flock to spend their time at sea. From Vitamin C-enriched water and air-purifying bathroom tiles, to submarine moon pools and snowmobiles, these floating palaces are obscenely luxurious. Superyachts have become a floating home and residence and not just a weekend toy which is why we launched Njord by Bergman Design House
• What words of wisdom/ inspiration/ advice would you offer to the next generation of female leaders?
  Be original because everyone else is taken. Don’t be scared to push the boundaries but also listen to your client brief.
  Work for someone who asks you to design and not just draft, make mistakes and learn from them, be confident and never shy about your ideas, no idea is stupid, no question is stupid, listen, look up when you walk in the streets and see the beauty of the buildings, go to an art exhibition every weekend, go to textiles workshops, have a digital print, don’t be a ghost.

Website: www.bergmaninteriors.com

Brief us about the inception of your career? What were your ambitions as a teenager?
My adolescence was characterized by study and dedication to knowledge. My parents instilled in me a sense of responsibility towards others and fundamental values such as empathy, generosity and compassion. Law and finance have always fascinated me. Classical literature and the study of ancient civilizations strengthened my awareness and made me lucid in examining geopolitical issues afterwards. History defines who we are and where we come from but it is above all an essential means of analysis. Over the years my desire to participate in public life has gradually strengthened at the same time I embarked on my first entrepreneurial experiences. I have always been a pragmatic man despite my well-known artistic ambitions. I was aware that in order to act and produce a social impact I would not only count on my cultural background but I would also need financial resources. The establishment of the financial conglomerate NDB Group (Nereides de Bourbon Group) was born as a vehicle for broad-spectrum projects of international scope. The practice of foreign languages has helped me a lot throughout my career. I speak Chinese fluently, as well as English of course, and my two mother languages which are French and Italian. Working at international levels, language proficiency is not only a necessity but also a support for one’s credibility. On a political level, I work as a cultural diplomat by pursuing various missions that represent the beating heart of the multinational organization I founded. Alongside the financial group, I also founded a diplomatic club based in Paris but with a global presence under the auspices of the French government, the Nereides Club – International Cultural Diplomacy Corporation, organized as a collective of visionaries, highly committed actors, prestigious advisors and creative strategists, gathering a plurality of social impact projects, and whose desire is to rethink the model of international dialogue and cooperation by imagining the mission and interactions of a new, more respectful, and more sustainable world. The Nereides Club was founded with the aim to create an international intellectual organization, to awake a collective awareness, and to enhance the global diplomatic, cultural, and socio-economic exchanges. The Club is a round table of analysis, research, creation of global strategies and weaving of interrelations in the public and private sector. Within the Nereides Club, many topics such as international diplomatic affairs, political globalization, geopolitical framework, law, finance, macroeconomy, international cooperation, poverty, digitalization, infrastructure, industry trends and scalability, social entrepreneurship, cultural cooperation, environmental preservation, sustainability, and social impact entertainment are discussed. To date, I have devoted my life to cultural mediation, international dialogue, and cooperation between countries moved by the sincere desire to contribute to global prosperity and peace.

What are the aims and ideals that guide you as you run your company?
Being a cultural diplomat but also an investor, my motto has always been “DARE”: Disrupt, Act, Risk, Establish. I firmly believe it impossible to achieve any appreciable result without a good deal of reasonable risk taking. I firmly believe that it is impossible to achieve any appreciable result without a good deal of reasonable risk-taking, whether it relatesto the management of economic or political activities. At the corporate level, the pillars of the NDB Group are innovation and transformation, excellence, empowering people, and entrepreneurial spirit. Meanwhile, at the Nereides Club we strive for cooperation and ethics and our “Modus Operandi’ is made of a collective awareness and intelligence that enable to mobilize global actors and appears in consensus decision maker. Both at the NDB Group and the Nereides Club our models are people-centered and we aim to create a network of socially engaged people working within a sane environment inspired by freedom, fraternity, and equality which are also the values of my country, France. As Mr. Henry Ford once said: “Coming together is a beginning. Keeping together is progress. Working together is success.” Since our creation, we have focused our efforts on responsible diplomacy and we surround ourselves with individuals, companies, and organizations who share our vision, raise awareness, and offer concrete alternatives. Our emblem, the mermaid, the symbol par excellence of independence and individuality, awareness and insight, renewal, and good luck, reflects this necessary awakening face to the current global changes.

As an innovative leader, how do you manage to inspire your team to innovate and think outside the box?
I can define myself as a trailblazer in exploring business sectors that go beyond national interests. Where others see a challenge, I see an opportunity. The teams of experts who collaborate within our organization are made of confirmed directors and managers with a solid background and an evident entrepreneurial spirit. I regularly encourage my teams to adopte and mantain a disruptive spirit. Working on an international level and dealing with problems that are so different each time, my teams have developed a deep flexibility and an analytical behavior that enable us to overcome obstacles that often seem insurmountable. Our organization works as a horizontal structure in which the different departments, from the legal to the financial and commercial ones, mutually interact with fluidity and reciprocity. Furthermore, the connection of the NDB Group with the Nereides Club allows but also imposes a strong dialogue and regular interactions between all the stakeholders including the institutional and political parties. The institutional nature of most of our projects requires a remarkable spirit of dedication and resilience. Resilience is probably the value that probably animates us the most.

 

What were the challenges and obstacles you faced along the way?
I could name several. First of all, working on a global level, we have to face social, cultural, political and economic differences that are typical of each single country with a consequent waste of time, energy, and considerable resources. Bureaucratic procedures typical of some states often impose us long waits so the financial resources devolved to each project must take these contingencies into account. Timing can be a real challenge. Sometimes we start a new project under the leadership of a government in charge and in compliance with a given legislation but then it happens that a new government is elected, that some policies change or that new rules require us to back down, review our plans, and to adapt our plans to new norms. In this perspective, we must always show a strong sense of flexibility and to arm ourselves with a lot of patience. Indeed, my status as a diplomat comes to my rescue as being able to adapt myself to changes is an essential part of my profession. Another significant obstacle is represented by the current geopolitical phenomena as well as by the strategies pursued by contrasting political blocs worldwide. Some projects, even those with the highest economic or social potential, can risk arousing political opposition. This is the case, for example, of the ongoing market localization following the spread of the Covid-19 pandemic and the outbreak of war between Russia and Ukraine. In a context of strong political fragmentation, of consolidation of pre-war treaties to the detriment of neighboring countries and economic crisis, many projects risk not happening at all. It is necessary to work on both economic and political levels to secure diplomatic dialogue within the governments affected by a common project, and to make sure to positively pledge political forces to welcome it despite global strategies. When politics actions seem not to be favorable to promote peace, it is up to entrepreneurs to renew their mutual commitments with international economic actors and to make sure to cooperate even against political restrictions. I know it may seem risky and naive, but I find it much more insane and anachronistic to leave the absolute leadership of a country to politics when it produces negative results and offends the public opinion. Sovereignty is certainly expressed through our personal vote for the nomination of our leaders, but democracy also refers to common sense and requires a revolutionary spirit if necessary. Sometimes in the past history we have witnessed a wrong exercise of power. It is a fact. We have also experienced the disintegration of established relations between some countries, the genocide of others, and the indifference of those who should have raised their voices and overthrow the regime instead of letting it go ahead in exchange of political protection or for economic interests. We are accountable for the actions made by our political leaders to the extent that we legitimize them.

What sets your company apart from the rest of the market? Do you believe in diversifying?
Our organization is characterized by a decentralized but intrinsically compact and self-efficient structure. Within the eighteen divisions of our group, investments diversification matches the selfprovisioning capacity of our entities. Furthermore, the financial strength of our group rests on our ability to invest in long-terms projects only. The NDB Group is specialized in financial services and investment, luxury goods, entertainment, marketing and communication. We manage a wide portfolio of projects and companies, creating value across the different markets. Sustainability, diversity and ethics constitute the cornerstone of the NDB Group’s model and a compliance policy for its executive, associates and stakeholders. Solidity and durability are the core beliefs of our activities. Our strength lies in the entrepreneurial spirit that animates all group members at all levels. We are a brave team of leaders and we constantly project ourselves into the future by treasuring our heritage and transforming it into new experiences. We actively promote research, diversity and innovation. Excellence, endurance and transformation are the distinguishing features of our Group’s success and the unconditional values that we expect to run into the future. Our Group pursues a long-term vision that builds on the experience of our leaders and the international dimension of our network, and it stimulates creativity, synergies and excellence. This model drives the success of our Group and ensures its promising future. Innovation and Transformation are part of our DNA, we like to do things differently. At the NDB Group, our mindset thrives on creativity. It’s our lifeblood and the foundation of our business model. Our success is driven by an insatiable appetite for innovation with a disruptive spirit. Clients expect the unexpected, so we continually renew our mindset with creativity while projecting into the future and honoring our legacy. From services to products, at the NDB Group we are committed to deliver excellence. Our people create an unconventional reality. We are led by lucidity, integrity and ambition. We respect our clients and never compromise on delivering quality. Creativity and talent are the core assets of our Group and so we recognize the individual and team contribution. We continuously encourage a sense of togetherness, culture, and we provide the right tools to achieve personal and professional development. People are our greatest asset. At the NDB Group we empower our team and we constantly support reasonable risk-taking. Entrepreneurship is the foundation of our spirit and we encourage research and progress. We embrace change pioneering ambitious opportunities, we challenge ourselves and we push the boundaries while sticking to our identity and essence.

Kindly mention some of the notable recognitions and accreditations received by your person and organization?
During my career, I have received a few prestigious awards and recognitions. I would mention two awards that have been awarded me this year. The first, the Nikolai Gogol Award 2022, is a special award I received by the Ukrainian government for my diplomatic and financial commitment since the outbreak of the war and for the creation of the NDB OPERA project, a humanitarian initiative and platform for the regularization of international immigration. Due to the war, the official ceremony did not take place but the news made the rounds of national and international media. I felt very honored to receive this recognition. Later, on September 21th, I received the Who is Who International Award 2022 to the category ‘World Eminent Man in Global Diplomacy and Finance’. Every year, the Who is Who International Awards organization founded by Dimitrios Goris and Vicky Papageorgopoulou celebrates personalities from all over the world because of their social impact activities. The Who is Who International Awards is a very prestigious prize and event endorsed by the Greek Government under the auspices of the Ministry of Development and Investments, the Ministry of Tourism, and the Region of Attica. The Who is Who International Awards organization promotes values such as integrity, pathos, generosity, excellence, knowledge and role models aimed to build international unity. This year, the official ceremony took place on September 22 in an exceptional place, the lake Vouliagmeni. Highly selected guests and personalities from the field of politics, diplomacy, education, art, entrepreneurship, leadership, science and philanthropy starred on the red carpet of this exclusive event. The prize, entirely hand sculpted, is a unique work named ‘Triumph’, a symbol of victory issued by the ancient Greece and made by famous artist Odysseas Tosounidis. I felt honored to be awarded with the Who is Who International Award 2022 in Athens, the cradle of Western civilization, diplomacy, finance, philosophy, science and art.

Where do you see your organization in the years to come? How do you plan to respond to the lows that followed the pandemic?
We have built a very solid dialogue with some European countries, China and Africa. Our goal is to strengthen the alliance between the countries along the ‘silk road’. As I have often stated, political interests must not interfere with economic ones. They must promote free trades. Cultural diplomacy is the only way to success, to implement economic exchanges, and to solve global conflicts. The Covid-19 pandemic has defined a new geopolitical map and attempted international balance. If on one hand it has strengthened the national sovereignty of individual states, on the other hand it has disintegrated any strategy aimed to realize an international alliance. In such a sensitive context, we project ourselves towards the future with prudence but also with determination and a brave spirit. Being leaders, we are committed to invest our lifetime, energy and financial resources in effective cohesion plans, into waving significant relationships with global decision makers, thus contributing to the flourishment of unity, prosperity, equality and peace even against unexpected geopolitical strategies, economic changes, or wars.

What is your advice to budding entrepreneurs who wish to kick start their careers?
My humble advice is to build something for the collective well-being and not to give up in the face of difficulties. Resilience is the only way to success. We will always encounter many obstacles along the way, but a true leader knows where to direct his spears. Since my youngest age I have always been inspired by the Greek Odyssey. This ancient story teaches how to be leaders through the theme of remembrance. Ulysses needs to remember in order to go home, just as each of us needs to remember to grow so to don’t repeat the same mistakes. The Odyssey also reminds us that a good leader cannot succeed at everyone else’s expense. Personal interests must be sacrificed for the benefit of collective well-being. Good leadership promotes mutual respect and reciprocity which are also the basis of modern diplomacy.