Linda Stone, an international consultant specialized in Life Sciences, Chemicals and Converting, and Food Processing has joined the Borderless team. She will bring a rich mix of life sciences expertise and legal, employment and non-profit experience to the team, along with a passion for people and commitment to service.
Her extensive knowledge in employment-based immigration law in an international context will be an asset to clients as she guides employers of all sizes and their prospective employees and families through the challenges of international roles.
“It is an honour to engage with Borderless and join such a talented, diverse group of people, who collectively are unwaveringly committed to service excellence. I am excited to support multinationals, expanding mid-caps and start-up companies in attracting and developing senior leadership teams,” said Linda.
In addition, her skillset is boosted with a Master’s in healthcare administration and extensive expertise in the healthcare, biotech and industrial sectors, with direct experience in operational excellence, quality, EH&S initiatives, regulatory advocacy, and compliance audits.
“Linda’s passion for international work and decades of cross-sectoral experience will strengthen our ability to quickly understand our clients’ transnational organizational requirements andhelp them find the right people to lead their businesses today and in the future,” said Els De Cremer, Borderless Managing Director.
We’ve all worked for bosses who could have been better — in some cases much better — but inexplicably they remain in charge. Barbara Kellerman has been studying that phenomenon for much of her career. Her latest book, “Leadership from Bad to Worse: What Happens When Bad Festers,” is both a cautionary tale and a call to action.
CEOs are spending more time on making the business case for their environmental and social commitments, and they’re building more rigorous mechanisms for addressing thorny issues and mitigating PR risks. To avoid communications missteps, CEOs should ensure they have the organizational capabilities and tools in place to monitor and analyze emerging issues and to gauge the sentiment of key stakeholders.
The vast majority of business leaders responding to a recent survey said they’re concerned they can’t train employees quickly enough to keep up with AI and tech developments in the next three years. A similar amount said AI and other tech disruptions will require companies to rethink skills, resources and new ways of doing work.
