Constantine Alexandrakis

I don't think the topics are going to be too surprising if I had to predict what the informal conversations are going to be. I think geopolitics and alliances, tariff regimes, the impact of new leaders in various countries around the world. I also think

What's been true the last couple years will probably be true again in terms of technology innovation, the opportunities that come with it, and both the opportunity and challenge related to generative AI integration and digital transformation will be important.

What's been true the last couple years will probably be true again in terms of technology innovation, the opportunities that come with it, and both the opportunity and challenge related to generative AI integration and digital transformation will be important.

What's been true the last couple years will probably be true again in terms of technology innovation, the opportunities that come with it, and both the opportunity and challenge related to generative AI integration and digital transformation will be important.

And this one might be the most important one of all, this sort of notion of trust across organizations, across entities, trust in one's government, trust across societies, cross-border trust. That's probably one that is also going to be talked about a lot, not only from a societal and government perspective, but also as organizations come together with their customers.

And this one might be the most important one of all, this sort of notion of trust across organizations, across entities, trust in one's government, trust across societies, cross-border trust. That's probably one that is also going to be talked about a lot, not only from a societal and government perspective, but also as organizations come together with their customers.

And this one might be the most important one of all, this sort of notion of trust across organizations, across entities, trust in one's government, trust across societies, cross-border trust. That's probably one that is also going to be talked about a lot, not only from a societal and government perspective, but also as organizations come together with their customers.

How do we reinforce trust in a time of geopolitical uncertainty and diplomatic roadblocks in certain parts of the world?

How do we reinforce trust in a time of geopolitical uncertainty and diplomatic roadblocks in certain parts of the world?

How do we reinforce trust in a time of geopolitical uncertainty and diplomatic roadblocks in certain parts of the world?

I don't necessarily have the answer to that, but I do have a sense from having talked about it with many leaders around the world. There's trust inside your organization and there's trust, as you say, outside in your communities, in the customers you serve, and beyond. I think at the end of the day, each of us, through our actions, build trust indirectly.

I don't necessarily have the answer to that, but I do have a sense from having talked about it with many leaders around the world. There's trust inside your organization and there's trust, as you say, outside in your communities, in the customers you serve, and beyond. I think at the end of the day, each of us, through our actions, build trust indirectly.

I don't necessarily have the answer to that, but I do have a sense from having talked about it with many leaders around the world. There's trust inside your organization and there's trust, as you say, outside in your communities, in the customers you serve, and beyond. I think at the end of the day, each of us, through our actions, build trust indirectly.

And yes, there's this debate all the time about how vocal should leaders be about social issues and issues outside the walls of their organizations. At the end of the day, if you're demonstrating your values within your organization, you're demonstrating your values to your customers and to your communities, that says almost as much as any specific proclamations you might make.

And yes, there's this debate all the time about how vocal should leaders be about social issues and issues outside the walls of their organizations. At the end of the day, if you're demonstrating your values within your organization, you're demonstrating your values to your customers and to your communities, that says almost as much as any specific proclamations you might make.

And yes, there's this debate all the time about how vocal should leaders be about social issues and issues outside the walls of their organizations. At the end of the day, if you're demonstrating your values within your organization, you're demonstrating your values to your customers and to your communities, that says almost as much as any specific proclamations you might make.

And that's an important element, I think, of how socially responsible organizations function.

And that's an important element, I think, of how socially responsible organizations function.

And that's an important element, I think, of how socially responsible organizations function.

Look, I think we're lucky. I think I just get a warm and fuzzy feeling every time I walk into a Russell Reynolds office around the world, whether it's in Melbourne, Australia or Warsaw, Poland or Dallas, Texas. We're lucky because we have a very strong culture and a very strong common sense of purpose in terms of improving the way the world is led and dedication to our clients. And