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Digital Version In the ever-evolving world of enterprise technology, leaders who bring both vision and empathy to innovation stand apart. Among these trailblazers is Rani Pangam, Vice President of Product Management & Customer Impact at ServiceNow, whose journey exemplifies resilience, adaptability, and a relentless commitment to shaping technology that transforms work and customer experience.   With a background spanning business, law, risk, and compliance, Rani brings a unique lens to product leadership—one that is rooted in accountability and trust while being firmly focused on the future of digital transformation. As she continues to guide ServiceNow’s mission of revolutionizing workflows and empowering enterprises globally, her leadership is a testament to how innovation and impact intersect.   A Non-Linear Journey into Technology Leadership   When asked how her journey shaped her vision for technology-driven customer experiences and what inspired her to pursue leadership in tech, Rani reflects on the unconventional path she took:   “My journey into digital innovation wasn’t linear—I studied business, earned a law degree, and began my career in the risk, security, and compliance world. Those early roles gave me a deep respect for accountability and trust. As digital transformation gained momentum, I saw enterprise solutions weren’t just shaping organizations and outcomes, but reshaping entire industries. That inspired me to grow as a leader in this space.   What drew me in was a simple belief: innovation should make life easier. Too often, I saw organizations drowning in complexity instead of focusing on serving their customers. That fueled my conviction that technology should dissolve friction, simplify work, and amplify human potential.   This led me to where I am today—helping customers succeed with digital platforms, creating impact by connecting innovation to real business outcomes. Helping customers bridge that gap—between new capabilities and measurable results—is what drives me every day.   What continues to inspire me? Building solutions that don’t just work but transform how people experience work itself!”   Innovation Aligned with Customer Needs   Rani occupies a distinctive position at the intersection of product management and customer impact. For her, innovation is only as valuable as its ability to deliver real-world outcomes. At ServiceNow, she leads the Customer Zero strategy (Now on Now), which embeds this philosophy at the very core of the company’s operations.   “At ServiceNow, I lead our Customer Zero strategy (what we call Now on Now)—where we battle-test our own products internally, at enterprise scale, before they reach customers. We don’t just design and build features; we live them. We see firsthand where friction exists, how workflows scale, and how quickly ROI can be realized.   That Customer Zero practitioner experience is incredibly powerful. We go to our customers not just with theory, but with real world validation. We share best practices from our own journey, callout pitfalls to avoid, and highlight the value we’ve unlocked. In doing so, we build trust and connect with customers as peers.   This strategy also makes us a living customer reference. When we tell customers about our own experiences that accelerate outcomes—it’s grounded in our own data and experience. That combination of internal mission, customer empathy, and co-creation ensures that internal product adoption translates into meaningful business outcomes.”   The Trends Reshaping Enterprise Technology   Looking at the enterprise technology landscape today, Rani identifies three forces she believes are fundamentally reshaping the way organizations operate:   “I believe there are these forces reshaping the enterprise today:   Agentic AI: We’re moving past the era of AI as a mere predictor and enabler. AI is able to act autonomously with humans mitigating risk, making adjustments, and proving structure. These intelligent AI agents—an Agentic Workforce—can execute entire workflows end-to-end: resolving incidents, processing transactions, orchestrating multi-step service requests—while escalating exceptions or ensuring quality checks are done by humans. This frees people to focus on what we do best—innovation, empathy, and strategy. Data as foundation: Connected, trusted, real-time data is the lifeblood of intelligent workflows. Without data, AI can’t deliver and automation can’t scale. Smart workflows as the glue: End-to-end workflows are how organizations break silos, orchestrate work across the enterprise, and deliver seamless experiences. ServiceNow is at the intersection of these forces. ServiceNow’s AI Platform brings AI, data, and workflows together in one place. With intelligence directly embedded into processes, and access to data across the entire enterprise, work doesn’t just move faster—it moves smarter. Employees gain guided, context-aware experiences, customers get proactive service, and leaders get foresight, instead of hindsight.   The result isn’t just efficiency—it’s real transformation.”   Navigating Challenges as a Female Leader in Tech   Rani’s journey as a leader is also shaped by the unique challenges she has faced as a woman, and an immigrant, “My story begins as a first-generation immigrant to the US. I came here for higher education on a shoe-string budget, navigating both cultural and financial hurdles along the way. When I entered tech, I was often ‘the only’—the only woman, the only immigrant in the room.   It wasn’t easy. It meant working harder to prove yourself, building resilience in the face of doubt, and learning to anchor myself in preparation and performance. But those experiences also gave me perspective: the courage to speak authentically, the empathy to mentor others navigating similar paths, and the determination to build inclusive environments where ‘the only’ can become ‘one of many.’   Empowering women in tech, for me, isn’t abstract. It’s about mentoring early-career professionals, sponsoring talent for stretch roles, and ensuring diverse representation at decision-making tables. Because when leaders open doors, opportunity multiplies—not just for individuals, but for the entire industry.”   Driving Customer Success Through Leadership   Among her many achievements, Rani highlights one initiative that stands out as a defining moment in her career:   “One of my proudest moments came through our Customer Zero strategy. A Fortune 50 multinational was at a crossroads, evaluating vendors for a massive transformation. I was able to influence their decision by reframing how they thought about the journey—not just technology adoption, but organizational transformation,

Digital Version In an era where artificial intelligence, real-world data, and digital health tools are rewriting the rules of medicine, few leaders stand as clearly at the intersection of technology, healthcare, and societal impact as Meni Styliadou, Vice President and Global Program Leader for Health Data Partnerships at Takeda. Her career journey reflects an enduring theme: creating impact that transcends industries and touches lives. From her early work enabling broadband infrastructure across Europe to her present mission of building trusted frameworks for health data collaboration, Meni’s path is defined by curiosity, conviction, and the belief that innovation in healthcare must begin and end with people. As part of our special feature “Top Pharma & Biotech Leaders to Watch in 2025,” we had the opportunity to explore her vision, her leadership philosophy, and the initiatives she is driving that may well shape the future of life sciences. From Technology to Healthcare: A Journey Driven by Societal Impact When asked what first drew her into the world of healthcare and data, Meni recalls that the seeds were planted much earlier in her career. “There’s a common theme throughout my career: creating societal impact,” she reflects. In the first half of her professional life, she worked in technology, focused on enabling broadband to scale across Europe. The mission was ambitious—removing policy barriers and building the infrastructure that would connect people at scale. While the results were transformative for many sectors, Meni noticed something that unsettled her. “The sector that could benefit most from this leap forward—healthcare—was not making use of it. That question stayed with me: why isn’t health fully benefiting from technology?” When the opportunity arose to transition into healthcare, Meni embraced it. That curiosity evolved into a guiding motivation. Today, she sees the same fundamental challenge: digital tools, whether AI or others, are only as effective as the data they are trained on. And the healthcare sector still struggles with how it generates, governs, and applies data. Her current role at Takeda is dedicated to addressing that gap head-on. Building Health Data Partnerships at Takeda Takeda’s deep-rooted focus on innovation and putting patients first resonates strongly with Meni’s personal vision. Her mission is built on a clear but transformative principle: large-scale healthcare innovation is only possible when supported by trusted data collaborations. “At Takeda, we believe that true innovation in health requires the ability to analyse data at scale,” she explains. “That is only possible when stakeholders are willing to share data in trusted frameworks, with the right governance and access models in place.” Her mandate is to build those partnerships—creating the governance, trust, and collaboration required to unlock the full potential of health data. This is not merely conceptual. Meni points to one initiative that embodies this work: the Health Outcomes Observatory (H2O). Launched initially as an Innovative Health Initiative-funded public-private partnership, H2O has since matured into a pan-European independent body. Its mission is clear: empower patients to systematically capture and share their health outcomes in standardized, transparent ways. By doing so, it enhances the dialogue between patients and their clinicians while also enabling regulators, researchers, and industry to use this data responsibly for advancing care. “Efforts like this are fully aligned with Takeda’s vision,” she says. “To put patients at the center, advance science responsibly, and drive innovation that is meaningful in the real world.” Unlocking the Power of Real-World Data Traditional clinical trials have long been the gold standard for evaluating treatments. Yet Meni emphasizes that they operate under controlled conditions that rarely reflect the complexity of real life. “If we want to achieve actual breakthroughs in healthcare, the type of data that we can capture in the real world is much richer than what we capture in clinical trials,” she explains. “In everyday life, patients have multiple conditions, take other medicines, and live in varied environments. Real-world data fills that gap. It helps us understand how treatments truly work in practice, identify trends, and even uncover unexpected links between conditions.” However, a challenge remains. Regulators and health technology assessment bodies have often been cautious about real-world evidence—not because methodologies lack rigor, but because reliable data has not been available at scale. That is precisely what Meni’s team is working to change. “We are building the structures, governance, and incentives needed for stakeholders to generate standardized, high-quality patient outcomes data. Only then can real-world evidence give voice to patients and drive our decision-making.” Navigating the Challenges of Data Partnerships While the benefits of health data partnerships are evident, forging them is not without obstacles. Meni is candid about the complexity. “True collaboration only succeeds when it creates shared gains for all stakeholders. You can’t convince stakeholders to collaborate unless it’s clear that by coming together, we will create something bigger than any one of us could achieve alone.” She highlights that effective partnerships rely on robust governance, clear transparency, and inclusive decision-making with all parties involved. She acknowledges that managing partnerships is often more complex than leading a single organization. Yet she likens the approach to Switzerland’s enduring consensus-based system: complex but remarkably durable. “She highlights that it remains the most effective route to drive enduring change and real value. Embedding Ethics and Governance from the Start Ensuring ethical, private, and well-governed use of data is now a top priority in the digital age. For Meni, these are not add-ons but the foundation of any project. “From the very beginning of my career, I’ve put societal expectations, ethics, and governance at the core of my thinking. I don’t think of governance as something to ‘fix’ afterwards, but as the foundation on which a project is built.” This philosophy extends beyond compliance with existing standards. Takeda and its partners actively engage in shaping emerging frameworks to ensure data can be shared responsibly, with patient privacy and control protected. “By embedding these principles upfront, we can be pioneers in shaping how global standards evolve,” she says. Fostering Trust Across Diverse Ecosystems Takeda’s partnerships bring together regulators, academic institutions, technology innovators, and

Digital Version In the complex, high-stakes world of financial services, operational excellence is rarely the result of chance. It is forged through years of dedication, adaptability, and a deep understanding of both systems and people. Few embody this truth as vividly as Mark Williams, Operations Manager at Charteris Treasury Portfolio Management Ltd (CTPM). Over a career spanning nearly two decades at the same firm, Williams has witnessed—and helped shape—a period of transformation not only for Charteris but for the wider asset management landscape. His journey from an entry-level role to the heart of the company’s operations is one of resilience, loyalty, and an unwavering commitment to client outcomes. From the Ground Up: Developing a Firm Foundation in Financial Skills Williams joined Charteris Treasury Portfolio Management Ltd seventeen years ago, starting in a role that he candidly admits was “by no means glamorous.” His early days were spent performing tasks that many might have overlooked—fetching coffee, handling menial duties, and providing support wherever needed. But for Williams, this was never about the title. It was about proving value. “He recalls making it a habit to arrive before everyone else and leave after the rest of the team. “Over time, I built my skillset, adapted to new challenges, and earned the trust of my colleagues.” That trust would prove pivotal. With the firm’s encouragement and belief in his capabilities, Williams transitioned into the role of Operations Manager—effectively becoming the backbone of the company’s day-to-day functionality. Today, his responsibilities are far-reaching, touching every aspect of the business to ensure it operates seamlessly. Aligning Processes with Client-Centric Outcomes In an industry defined by shifting markets and stringent regulations, operational strategy cannot be static. For Williams, the key lies in designing systems from the ground up—systems that are adaptable, robust, and firmly rooted in the needs of clients. “Our internal processes are built to evolve alongside both the client and the regulatory environment,” he explains. Regular meetings, comprehensive file reviews, and meticulous note-taking ensure the firm remains aligned with client aims and objectives. This attention to detail extends beyond internal records—Charteris provides clients with online access to their portfolios, enabling them to see real-time market movements and track whether the firm is delivering on its commitments. “It’s about making the client feel involved,” Williams explains, “When individuals have direct access to the data, they feel more engaged in the process.” Navigating Challenges—With Transparency and Resilience The financial services industry is no stranger to complexity, but for Williams, one of his most personal challenges has been navigating his career while managing a neurological disorder. “Many might see it as a barrier to progress,” he notes. “For me, the key has been transparency.” By openly communicating his needs, he has helped foster a workplace culture of understanding and adjustment—something that aligns with the UK’s Parliamentary Equality Act of 2010. Coupling this personal challenge with the sector’s ever-evolving regulatory demands could have been daunting. Yet, Williams and the wider Charteris team have embraced continuous personal development (CPD) as a way to stay ahead. Through continuous training, the firm ensures regulatory compliance and fosters trust in its operations—a commitment that earned Charteris recognition for Excellence in Diversity and Inclusion at the 2025 City of London Wealth Management Awards. Operational Excellence in Support of Market-Leading Strategies Charteris has built a strong reputation for its specialist portfolio services, particularly its Gold & Precious Metals product, which has garnered industry-wide praise. Behind the investment success lies a sophisticated operational engine—one that Williams has played a pivotal role in developing. “We’ve built proprietary in-house systems to manage everything from price movements to FX rates, dividend collections, and liquidity testing,” he explains. These tools are not just about efficiency—they are essential for delivering the precision clients expect. “Our clients trust us with their financial goals, and that trust demands operational discipline,” Williams says. This operational strength has supported the firm’s investment team in winning accolades such as the 2024 Citywire Wealth Management Award for Best Portfolio Manager in the Bonds – Sterling Strategic Bond category. Balancing Technology with Human Insight In an age where digital innovation is reshaping every industry, Williams is clear-eyed about technology’s role in portfolio management. “You can’t ignore tech innovations—but you also can’t become overly reliant on them,” he warns. “If you do, you risk forgetting the operational ‘how,’ ‘what,’ and ‘why.’” At Charteris, data is always reviewed manually before regulatory sign-off. This dual approach—leveraging technology while maintaining human oversight—ensures accuracy and deepens understanding. In financial markets, where milliseconds can make a difference, automation has its place. Algorithms can execute trades instantly, sometimes giving clients a vital edge. But Williams insists that technology should always serve human decision-making, not replace it. Building a Culture of Continuous Improvement Operational excellence goes beyond systems—it starts with people. Williams takes pride in the firm’s rigorous CPD program, which extends beyond technical skills to include ethics, personal conduct, and anti-money laundering training. “This isn’t just about compliance—it’s about maintaining the highest possible standards,” he says. The firm’s independent compliance adjudicator evaluates both skillsets and ethical conduct, reinforcing a culture where excellence is holistic, not one-dimensional. Staying Ahead of Trends Through Two-Way Communication For Williams, anticipating market trends and client needs is not about guesswork—it’s about dialogue. “Expectations are a two-way street,” he explains. “Clients rightly demand high standards from us, but we also expect them to be clear about their goals, concerns, and any ethical considerations in their investment preferences.” By fostering transparent communication, Williams ensures Charteris can adapt quickly when client circumstances change. This synergy between business and client reduces friction and strengthens long-term relationships—an increasingly valuable commodity in a world of heightened transparency. Milestones in Modernising Operations Over his tenure, Williams has led several initiatives that have left a lasting impact on Charteris’ efficiency and client service. One of the most significant has been the firm’s digital transformation—from creating a responsive website to building a social media presence that reflects the firm’s expertise and accessibility. He also spearheaded the development of a systems

Digital Version In today’s rapidly transforming healthcare ecosystem, the intersection of digital innovation and human care defines the path forward. For Nienke Feenstra, General Manager at Takeda France, this is not just a professional frontier — it’s a personal mission. With a deep-rooted belief in patient-centered value, her leadership is helping Takeda France rethink what meaningful impact looks like in the age of digital therapeutics. Her story is one of resilience, empathy, curiosity, and continuous transformation — a journey that illuminates the challenges and immense possibilities of digitizing healthcare with integrity and purpose. Healthcare is not simply about treating illness—it’s about understanding lives, listening without assumption, and building solutions that truly matter to people. Technology can enhance that mission, but it is empathy, purpose, and collaboration that give it meaning. My vision is to lead in a way that connects innovation with humanity, ensuring that every decision we make moves us closer to care that is personal, predictive, and accessible for all. Leadership Built on Human Experience and Global Perspective Few leaders can claim a portfolio of leadership experiences as rich and multifaceted as Nienke’s. Across countries, business units, and crisis situations, her professional journey has been shaped by an uncommon willingness to step into the unknown. She vividly recalls one of her earliest leadership roles — building a new department with limited structure or precedent. “There was no roadmap. I had to motivate, mobilize, and create a vision from scratch,” she explains. “I learned to lead by listening, by influencing without authority, and by showing up consistently.” From that moment on, her leadership development became an ongoing, evolving experience. Working abroad was a key turning point. She embraced the challenges of cultural differences, language barriers, and varied leadership expectations. “You quickly come to understand that leadership must be adapted to context,” she explains. “What works well in one country might fall flat in another. The key is listening — deeply and often, adapting to complexity and fully accepting that uncertainty is part of the job.” Perhaps the most profound lessons came during her time in Poland, where she guided her team through a trifecta of challenges: a corporate integration, the COVID-19 pandemic, and the humanitarian fallout from the war in Ukraine. “There is no training manual for that kind of leadership,” she reflects. “You’re called upon to be calm, clear, courageous — and above all, human.” These experiences did more than refine her leadership skills; they grounded her in a purpose that now informs every decision: putting patients first and helping others rise, even in the face of adversity. Living a Purpose that Goes Beyond Strategy Nienke’s career has always been guided by a deep personal mission — one born from early exposure to real-world healthcare systems and unmet needs. During her university years, she conducted field interviews with patients and healthcare professionals. It was a defining experience. “I realized then that the value of healthcare isn’t defined by systems or technology—it’s defined by the person receiving care,” she explains. “Since then, that lesson has shaped my approach.” She has carried that mission through every stage of her career. Whether leading teams, designing strategy, or engaging with external stakeholders, she remains anchored in a simple yet powerful belief: value in healthcare must be defined by patients and delivered sustainably. This is one of the key reasons she found alignment with Takeda France, a company rooted in the values of integrity, fairness, transparency, and perseverance. “We’re not just a pharmaceutical company. We’re a purpose-driven organization committed to improving lives through science and innovation that matter to patients.” For Nienke, this alignment is not just ideological—it’s practical. It shapes how she hires, builds teams, allocates resources, and evaluates success. “You can’t deliver long-term results in healthcare without a purpose that transcends profit. You need values that guide every decision, especially when the path is complex.” Digital Transformation as a Human Imperative Over the past ten years, the healthcare industry has undergone a significant surge in digital innovation. While many view this evolution through the lens of tools and technologies, Nienke approaches it differently. She views digital transformation as a facilitator, not the final objective. And the goal is better care. “What excites me about digital therapeutics isn’t the technology itself,” she says. “It’s the potential to finally deliver care that’s truly personalized, measurable, and aligned with what patients value.” Her mindset toward digital innovation is rooted in curiosity. She dedicates time each week to learning about emerging technologies, startups, behavioral science, and digital health trends. She’s an active mentor and reverse mentee—believing that younger generations often have the clearest vision for what’s possible in the digital space. “It’s not about having the answers—it’s about asking better questions,” she says. “Digital transformation begins when we stop assuming and start listening, experimenting, and learning with humility.” Takeda France’s Digital Vision: Building Partnerships for True Value A cornerstone of Nienke’s work at Takeda France has been the creation and scaling of the Value-Based Partnership (VBP) department—a team focused on co-creating solutions with stakeholders to recognize and reward the value that matters most to patients. “This is not just about pricing or access. It’s about designing care pathways that work—for patients, payers, and healthcare providers alike,” she explains. Takeda France’s Value-Based Partnerships (VBP) team collaborates across departments and with external partners to identify clear outcomes, collect real-world evidence, and develop digital solutions aimed at enhancing patient care. Their work doesn’t happen in isolation—it’s deeply connected to patient associations, hospital systems, and policy experts. “Our ambition is to shape a system where outcomes-based models are not the exception, but the norm,” Nienke says. “And we can only do that if we build trust, transparency, and mutual accountability.” Flagship Initiatives Turning Vision Into Impact Among the many initiatives championed under Nienke’s leadership, two stand out for their innovation and patient relevance: myPKFiT: This digital tool supports individualized treatment for people living with hemophilia. By incorporating pharmacokinetic data, it enables clinicians and patients to co-create treatment plans