Ideagen Global - Catalyze Magazine - Summer 2023

B Y I D E A G E N 

CATALYZE. 

Summer 2023 

Summer 

2023 

Edition 

PLUS 

Ideagen's Local 

Change for 

Global Impact 

Summit 

Matt Hellman 

Director Sustainability Transformation 

Microsoft


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Change for 


Summit 

Michelle Korsmo 

President & CEO 

National Restaurant Association


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Summit 

Phyllis Barkman Ferrell 

Executive On-Loan 

Davos Alzhemier’s Collaborative


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Summit 

Kartik Tyagi 

International President 

HOSA Future Health Professionals


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Summit 

Nick Larigakis 

President & CEO 

American Hellenic Institute


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Sharron Rush 

Founder & Executive Director 

Knowbility


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Summit 

Dr. Debra Tann 

CEO 

Reminiscent

TABLE OF 

CONTENTS 

01 Matt Hellman 

Director, Sustainability Transformation at Microsoft 

02 Michelle Korsmo 

President & CEO, National Restaurant Association 

03 

04 

05 

06 

07 

Phyllis Farrell 

Executive On-Loan, Davos Alzheimer’s Collaborative 

Kartik Tyagi 

International President, HOSA Future Health Professionals 

Nick Larigakis 

President & CEO, American Hellenic Institute 

Sharron Rush 

Founder & CEO, Knowbility 

Dr. Debra Tann 

CEO, Reminiscent

A S S E S S I N G T H E P R O G R E S S O F M I C R O S O F T ’ S 

S U S T A I N A B I L I T Y C O M M I T M E N T S 

WITH MATT HELLMAN, DIRECTOR SUSTAINABILITY 

TRANSFORMATION AT MICROSOFT 

George Sifakis: Could you kindly outline 

the state and progress of Microsoft's 

sustainability commitments and how 

Microsoft Cloud for sustainability fits into 

that plan? 

Matt Hellman: Absolutely. First off, I think 

it's important to outline exactly what 

Microsoft's sustainability goals are. We're 

not new to sustainability, and we set forth 

our first sustainability goals back in 2009. 

By 2012, we had achieved carbon neutrality 

and instituted many different sustainability 

initiatives in the following years. But in 

2020, we decided we weren't doing enough 

and that we should do more. To help use our 

influential power in political forums, but 

also in taking a lot of the key learnings and 

knowledge we've been able to build out and 

support other organizations through their 

sustainability journey. 

Matt: In 2020, we upped our sustainability 

goals and said we would be carbon-negative 

by 2030, which means we're taking more 

carbon out of the atmosphere than we're 

putting into it. We then furthered the goal and 

said by 2050, we would retroactively take all 

carbon Microsoft has emitted since its 

founding in 1975 out of the atmosphere for 

scopes one, two, and three emissions. 

CATALYZE MAGAZINE | 1

A S S E S S I N G M I C R O S O F T ’ S 

S U S T A I N A B I L I T Y C O M M I T M E N T S P G . 2 

Matt: In addition to our carbon goals, we set forth similar objectives to be a waterpositive 

company by 2030, a zero waste company by 2030, and then to protect more land 

than we use by 2030. In terms of where we are in achieving some of those goals, I think 

it's always important to note that our number one goal around sustainability is getting our 

own house in order. Microsoft's Sustainability goals are truly our first sphere of influence, 

and we remain focused internally to deliver on our 2030 commitments. 

We made those ambitious goals in 2020, and we knew progress was not always going to 

be linear. While those commitments are rooted in science, it takes many steps to protect 

our ecosystems and prevent the most severe impacts of climate change. We are very much 

firmly committed to those 2030 goals and making the right long-term investments to 

support the sustainability of our business in the years to come. 

A quick update on 2022; as was released in our most recent sustainability report, our 

business grew by over 18%, and our overall emissions declined by about 0.5%. This is in 

part from a reduction of our overall direct operational emissions. This is a reduction in 

both scopes one and two by 22.7%. At Microsoft, Scope 1 and 2 emissions account for 

less than 4% of our total emissions, while indirect emissions, or Scope 3, account for over 

96% of our emissions. Our scope three reported emissions increased slightly in 22 by 

0.5%, despite a 25% increase in the purchased goods and services due to our business 

growth. 


A S S E S S I N G T H E P R O G R E S S O F 

M I C R O S O F T ’ S S U S T A I N A B I L I T Y 

C O M M I T M E N T S F I N A L 

Matt: The final thing is that some of the more positive outcomes in 2022 are a result of 

the improvements in our operation we've built out through real-time device telemetrybased 

measurements. For some of the renewable energy investments, we just announced 

a purchase power agreement with fusion technology that will go into effect in the next 

couple of years, as well as some of our sustainable aviation fuel purchases and 

procurement of unbundled renewable energy credits or RECs, as we call them. So these 

are bold goals, but we remain committed and are slowly making progress year after year. 

Ideagenglobal.com | Presented Globally by 


O P P O R T U N I T I E S A N D 

C H A L L E N G E S W I T H I N T H E 

R E S T A U R A N T I N D U S T R Y 

W I T H M I C H E L L E K O R S M O : P R E S I D E N T & C E O O F 

T H E N A T I O N A L R E S T A U R A N T A S S O C I A T I O N 

NRA Website 

George Sifakis: Could you describe what 

Covid-19 was like for you and your members 

and how you adapted through the incredible 

challenges and headwinds we experienced? 

Michelle Korsmo: At their core, every 

restaurant operator is an entrepreneur, and the 

thing about entrepreneurs is they're always 

looking for new opportunities and finding 

new growth potential. It was a challenge, and 

not every restaurant made it out of the 

pandemic, which is heartbreaking on so many 

levels. However, in the spaces where 

restaurant operators really found an 

opportunity in those challenges, I think we're 

seeing new growth opportunities in a postpandemic 

environment. Specifically, we've 

seen growth opportunities in off-premise 

dining and in cocktails to-go. Off-premise 

would be those meals consumed outside of 

the dining room of a restaurant. Traditionally, 

that was done through drive-throughs or at 

some level of carryout. Now, we're seeing so 

much of that beyond drive-through and 

carryout, but in third-party delivery in mealsto-go 

and different off-premise environments. 

Michelle Korsmo, National Restaurant 

Association 

Michelle: In fact, one of the interesting 

data points is that 66% of consumers 

are more likely to take their meals offpremise 

than they did before the 

pandemic. Consumers are looking for 

the value and enjoyment of restaurant 

meals outside the dining room, and 

that's exciting. We really see offpremise 

as a space for growth in the 

restaurant industry and one that will 

continue to thrive. 

The other thing that we've seen is an 

increase of cocktails to-go. This was a 

space where the industry pivoted to 

provide a great experience for 

customers during the pandemic, when 

so many meals were ordered through 

takeout. 


O P P O R T U N I T I E S A N D C H A L L E N G E S 

W I T H I N T H E R E S T A U R A N T I N D U S T R Y 

Michelle: At first, cocktails to-go was a new law needing to be passed by localities and 

states permitting them. Most of those provisions were temporary, but we now see that 21 

states have made cocktails to-go permanently legal. When we look at how we've innovated 

to ensure safe delivery and maintain control over the product so it's served to those of legal 

drinking age, it's been a nice growth space for restaurants serving consumers. 

George: Incredible, Michelle. That's a change in the process, but you're optimistic in 

terms of the opportunity. Let's look at another area, which I know you know well, and 

that's the workforce. How have workforce expectations changed in the restaurant industry, 

and what effect specifically has this had on your members? 

Michelle: I think every industry is facing workforce expectation changes. It's definitely 

been a situation where we all feel the shortage of workers, and we're trying to ensure we 

can be an attractive place for people looking for work. We think a lot in the association 

and with our members about how we change and improve the image of restaurant jobs. 

We want to change it from a tough job, with a tough culture, or potentially a job of last 

resort, to a career of choice. Employees are looking for flexible schedules and different, 

open-ended compensation models from their work right now. 


O P P O R T U N I T I E S A N D C H A L L E N G E S 

W I T H I N T H E R E S T A U R A N T I N D U S T R Y 

Michelle: They're looking for the 

opportunity to make a difference in 

people's lives and to serve others. That's 

really the heart of what restaurants have 

to offer. There's a way for us to take 

advantage of this changing expectation of 

the workforce and really drive home what 

we offer to workers in the industry. 

Diversity has been a big part of the 

conversation of all companies and 

figuring out what they can do to make 

sure they're an attractive place to work 

for people of all races and genders. 

Restaurants have always been a leader 

and a place of opportunity for people. 

That remains a focus for us. 

We're thinking about the recognition of 

employee contributions and how we can 

help our operators and training managers 

focus on that in a positive and productive 

way. The importance of getting to know 

each team member and what's important 

to them. What they want out of their 

work, what they're looking for from a 

career path, but also who they are as 

people, what's important to them in their 

lives. Knowing something about 

everyone as an individual and then letting 

them be. 

The individual in the workplace is crucial 

when restaurants have so much to offer to 

the workforce. For us, it's really about 

making the workforce understand that 

restaurants are attractive places to be. 

They're a place where you can find a home, 

success, and an opportunity to do 

meaningful work. I think this will result in 

tremendous retention of current employees 

as we're working to fill so many jobs. 

George: Incredible, and that perspective is 

so vital for folks to understand about the 

individuals behind the industry; and by the 

way, it's called the hospitality industry for a 

reason. It's about being hospitable and 

helping others. It's a powerful way to derive 

happiness, that contribution when you're in 

the industry. There are not a lot of 

industries that allow you to serve others in 

the way the hospitality industry does, and 

specifically the restaurant industry. 


2023 Ideagen Global 

LOCAL CHANGE FOR 

GLOBAL IMPACT 

SUMMIT 

From Corfu, Greece 

Streaming September, 2023 

IdeagenGlobal.com 


AN IDEAGEN GLOBAL EXCLUSIVE 

The Scope and Mission of the 

Davos Alzheimer’s Collaborative 

Phyllis Barkman Ferrell, Executive on Loan to the Davos Alzheimer’s 

Collaborative Healthcare System Preparedness Program 

Phyllis Barkman Ferrell: Executive On-Loan, 

Davos Alzheimer’s Collaborative 

George Sifakis: Could you outline the 

impacts Alzheimer's currently has on 

the globe from both a health and 

wellness perspective but also from an 

economic and financial perspective? 

Phyllis Ferrell: We've been so 

successful in 21st-century medicine, 

tackling the highest mortality and 

morbidity causes in health care, and as 

a result, we have a global aging 

population. 

Phyllis: It's starting in Japan, which is 

known as a super-aging society, and is 

marching its way across the world. 

There isn't a country that won't be 

impacted by this, and age is the number 

one risk factor for Alzheimer's disease. 

As a result, it's a financial burden on 

more than just the health system 

budget. It's also a financial burden on 

the Social Security budgets and the 

social systems, since we now have 

more people of older age than we do at 

a younger age. 

Every single one of the ministers in 

these government organizations and 

institutions needs to be thinking about 

how we deal with aging brains, how we 

deal with longevity, and as it relates to 

Alzheimer's disease, how we slow 

down this disease so that it doesn't take 

away these quality life years that we all 

want when we're getting older. 


THE SCOPE AND MISSION OF THE DAVOS 

ALZHEIMER’S COLLABORATIVE 

Phyllis: By the numbers, the World Health Organization sees this as one of the single 

greatest drivers of the economic impact. The global cost of dementia care was $1.3 

trillion in 2019, with 50% of those costs due to informal caregiving. We need to think 

about family caregivers because that's when people are pulled out of the workforce. It 

affects your GDP as a country, and for those of us who have lived with this in our 

families, we know the sad story that the standard of care for Alzheimer's disease is an 

unpaid family caregiver. 

In the US, we estimate that as of 2022, about $320 billion was spent on the care of 

people with Alzheimer's disease, then an additional almost $300 billion in unpaid 

caregiving. By 2050, the number of Americans living with Alzheimer's is expected to 

reach almost 13 million people, which would bring our total cost here in the US to 

nearly $1 trillion. You're starting to talk about 1-2% of our GDP. We can impact the 

cost of Alzheimer’s by taking better care of our brains, thinking about brain health, and 

making sure that the innovation we've been so successful with here recently gets to the 

right patients at the right time to slow this disease. 

George: It's incredibly exciting to hear where we are and the impacts and progress 

across the globe, but what about the overall mission of the Davos Alzheimer's 

Collaborative? What is the mission, and what is your role within the collaborative? 


THE SCOPE AND MISSION OF THE DAVOS 

ALZHEIMER’S COLLABORATIVE 

Phyllis: We've been incredibly successful as an advocacy and scientific community in 

Alzheimer's disease, seeing some of the world's largest multilateral organizations sign on to put 

dementia at the forefront of their agendas. From the World Health Organization to the G7 and 

G20, we've had great success. However, what we found is these policy communiques were not 

making a change at the bedside of patient care. Someone with Alzheimer's disease today was 

getting the exact same care they might have received 30 years ago. So we looked into that and 

found it takes almost 20 years for an innovation in the research setting to make its way into 

clinical care. Alzheimer's disease is a progressive neuropathological disorder. Patients don't 

have 20 years to wait for these scientific innovations to get into clinical practice. 

After some research, we found two large global health initiatives, Gavi and CEPI, making 

progress in communicable diseases, immunizations, and vaccines. Gavi and CEPI were 

commissioned by the World Economic Forum. Why is that? Well, the World Economic Forum 

is where the public and private sectors can come together, and I know that's something Ideagen 

is also super passionate about. We lobbied the World Economic Forum, and they agreed to kick 

off together with the Global CEO Initiative on Alzheimer’s Disease, the third major global 

health initiative, and that is called the Davos Alzheimer's Collaborative, or DAC. As part of the 

Healthcare System Preparedness program of DAC, which I'm leading as an executive on loan, 

our goal is to make sure that innovations happening in academic and research settings are 

actually getting to the bedside, making sure that the clinical care workflow for patients changes 

so that patients can benefit from the success we've had on the research side. This fall, we are 

completing our first global round of 19 healthcare system preparedness projects in 12 countries 

and preparing to launch the next round of programs. 


I D E A G E N G L O B A L 

P R E S E N T S 


GLOBAL 

ACCELERATION 

SUMMIT 

A S S E S S I N G T H E P R O G R E S S O F T H E U N 

S D G ' S A T T H E M I D W A Y P O I N T T O 2 0 2 3 

H O S T E D A T T H E E M B A S S Y O F E T H I O P I A 

N O W S T R E A M I N G O N I D E A G E N 

Ideagenglobal.com | Presented Globally by 


The Power of HOSA's 

Member-led Chapters 

Kartik Tyagi: International President, HOSA Future Health Professionals 

George Sifakis: What is the inherent 

value of member-led chapters? Why is 

that so important, and what is the role 

of the advisor in that structure? 

Kartik Tyagi: Two great questions. 

The first piece is anyone involved with 

HOSA will tell you it's a student-led 

organization. We pride ourselves on 

this because we know that students 

will be critical in the future of health 

care, and they're really the leaders of 

this organization. Across the world, 

we have chapters, schools, and 

institutions at local levels, which we 

say are member-led. Each member 

elects students to lead the activities of 

these chapters to understand what 

matters to each school, region, and 

area. 

As it relates to the advisor, no 

chapter's operations would be possible 

without mentors in our community, 

the health and science teachers, or any 

educator in the community supporting 

our HOSA chapters. 

Kartik Tyagi, HOSA Future Health Professionals 

Though there might be one, two, or 

three outline HOSA advisors, it's the 

community of mentors that allows 

students to lead, compete, and gain 

skills that will be undoubtedly 

beneficial to them. Those are two 

very critical points and crucial to the 

success of our organization. 


Kartik Tyagi Continued... 

George: You mentioned competition. There are 88 competency-based events at 

HOSA. These events help shape, address, and engage students on their 

competency in any given area. How do these events relate to what students are 

actually learning in the classroom? 

Kartik: As you mentioned, there are 88 competitive event opportunities for HOSA 

members. Many of these are actually tied to the core curriculum standards and 

health science education objectives across the country, as well as globally, at heart 

relating to the fact that what students are competing in directly relates to what 

they're doing in the classroom. 

Other than that, students have opportunities to build skills that will supplement 

what they're learning in the classroom. Whether it's building a more niche or 

unique skill set, participating in a specific subfield of a course, or taking the 

knowledge they've learned in the classroom to then take as a skillset. Whether it's 

CPR or nursing, sports med, first aid, or whatever that might be, there are several 

opportunities for students to either continue growing from what they learn or take 

those skills and apply them differently. 


THE VALUES ALIGNING GREECE 

TO THE UNITED STATES 

WITH NICK LARIGAKIS, PRESIDENT & CEO 

OF THE AMERICAN HELLENIC INSTITUTE 

George Sifakis: What aligns Greece and the 

United States so well as partners and allies? 

American Hellenic Institute 

Nick Larigakis: It goes back almost 250 years 

when this great republic of ours was founded 

on the values and principles of democracy in 

ancient Greece. Our Constitution is steeped in 

that ideology. It's present even in our 

architecture in the city that we live in 

(Washington, DC.). 

Nick Larigakis, American Hellenic Institute 

The United States and Greece have never been on opposite sides of any conflict 

in the 20th and 21st centuries; only one of four countries ever to be so aligned. 

As I said earlier, Greece is the vanguard regarding the eastern outermost 

border of the European Union and a member of NATO along with Turkey. 

But because of the unfortunate situation we've had in recent years with Mr. 

Erdogan and Turkey, its duplicitous nature regarding its cozying up with Iran, 

its support of Hamas, and its support of Mr. Putin, they blow with the wind in 

terms of their own self-interests, which do not always align with the 

geostrategic interests of the West or United States. But Greece does. 

Greece understands its part in NATO, and they have an obligation within the 

context of that alliance. Greece is a very faithful, loyal, and strategically 

important ally to the United States and does not generally promote issues 

regarding the Eastern Mediterranean or that of the United States in a quid pro 

quo fashion. 


ALIGNING GREEK & AMERICAN VALUES PG. 2 

Nick: Regarding the Ukrainian war, Greece was one of the first countries 

to come out and condemn this. They were one of the first countries to call 

for sanctions. In contrast, to this day, Turkey, a NATO ally, still has not 

done that and has benefited from both sides. 

Alexandroupolis, the northeast city in Greece, is a major staging area for 

logistics and assets flowing into Ukraine today and throughout Eastern 

Europe. It will play a bigger role regarding energy transport for the region 

and keeping Russia at bay regarding energy in the future. Greece is a major 

alternative for a transient country wanting energy to flow through to 

Western Europe. There are all sorts of plans for possible pipelines, but even 

today, Greece is a growing country as it relates to energy. 

It's also a growing asset regarding the potential for liquefied natural gas 

throughout various areas of the country. The United States today has as 

many as eight military facilities throughout Greece, mostly on a rotational 

basis. Souda Bay is a permanent base and is one of the most important 

facilities for the U.S. geostrategically for naval operations in the 

Mediterranean Sea, and they're looking to upgrade those facilities. Right 

now, the US-Greek relationship continues to grow on multiple levels, the 

defensive side certainly being one, but we're looking to go even further in 

terms of areas of cooperation. 


G L O B A L 

Addressing the 

Technical Barriers of 

Those With Disabilities 

Sharron Rush 

AARP Purpose Prize Winner & 

Founder of Knowbility 

Knowbility 

Sharron Rush: Founder, Knowbility 

Barb Quaintance: Let's step back for a second. I imagine people listening are 

thinking, 'I understand closed captioning that makes sense to me.' But could you give 

us 2 or 3 other examples to help us broaden our thinking on other ways to make the 

web more accessible? 

Sharron Rush: One of the easiest things to understand is how blind people interact 

with the Internet. That's maybe not the largest group of people with disabilities, but it's 

easy for people to understand that if you can't see, you might have trouble navigating a 

screen. Screen reading technology is one of the many types of assistive technologies, 

and there are coding techniques that allow a screen reader to understand the structure 

of the page. If you are sighted and look at a web page, you see the big headings and 

know these are sections, and you can browse through them. You can do the same thing 

in the code so that assistive technology has access to that same structure. 

People who are blind can't use a mouse. You can't point and click, so you have to have 

another way to move the focus of the page to those clickable elements. If you have 

buttons or links, you need to make those accessible and operable from the keyboard. 

You need to be able to use the tab key or arrow keys to move around the page, and 

that's not always the case. 


A D D R E S S I N G T H E T E C H N I C A L B A R R I E R S 

O F T H O S E W I T H D I S A B I L I T I E S 

Sharron: The basic language of the web (HTML) is inherently accessible when used 

in the proper semantic structure designed for. But technology people love shortcuts, 

and they tend to design for themselves. Thinking, 'This is slick, and this is cool, I'm 

going to do these things. I'm going to use this JavaScript interactive language,' and 

they don't always bring over the accessibility features built into the language. 

There's a group at the W3C, the World Wide Web Consortium, that focuses on 

accessibility called the Web Accessibility Initiative. They maintain standards that help 

designers make applications accessible for disabled people. Their principles require 

content to be perceivable whether you see it, hear it, or not. You might, for example, 

use a refreshable Braille display, where the screen reading technology goes through 

and changes text to dots on an output device that people can feel with their fingers. 

Content must be understandable, for example, using plain language rather than jargon. 

Another principle is that the interface must be operable. I have to be able to operate 

even if I don't use a mouse through different techniques. Think about mobile phones 

and how you use the one, two, or three-fingered swipe. You can operate or control 

how you move through it in different ways. The last design principle is to be sure it is 

robust - that content can be rendered in different ways on various devices. In other 

words, the design principles for accessibility require that content can be discovered, 

used, and understood on a variety of devices. People with disabilities may use 

different devices than the more typical users of mouse and screen. 

Barb: It sounds like the technology essentially exists to do this, but it's a matter of 

actually doing it and being aware that this is a necessary component of whatever that 

might be. Is that a fair characterization? 

Sharron: That's exactly right. The technology is absolutely there to create accessible 

interfaces and make information accessible for people with disabilities. It's a matter of 

awareness and requirements to do so 


“WHAT IS 

DEMENTIA?” 

WITH DR. DEBRA TANN 

CEO 

REMINISCENT 

Reminiscent 

Dr. Debra Tann: So, what is dementia? If you don't recall anything else I say on this platform, 

please remember that dementia is not a disease. Not at all. Dementia is not a disease, but the 

symptoms thereof. You must be thinking, what is she talking about? I just told you that dementia 

is symptoms, so symptoms like what? Hallucination, delusion, colorful language sometimes, a 

little profanity, if you will. Memory loss, repetitiveness, confusion, lack of sleep, or disruptive 

sleep are all called dementia symptoms. Believe it or not, there are over 100 dementias because 

dementia, again, is just the symptoms. At this point, you might be asking yourself, "The 

symptoms of what?" Let's unpack that just a bit. 

The top five diseases that go along with the symptoms of dementia are Alzheimer's Dementia 

Disease, Vascular Dementia Disease, Parkinson's Dementia Disease, Lewy Body Dementia 

Disease, and last, but certainly not least, Frontotemporal Dementia. Those symptoms go along 

with one of those diseases. 

You may be thinking, 'I've only heard of Alzheimer's,' and there's a good reason for that. You've 

probably heard the most about Alzheimer's simply because Alzheimer's has the most prevalence 

in terms of cases of dementia diseases. It lies between 60 and 80% of the given diagnosis, so 

typically it's Alzheimer's dementia disease. I must reiterate that dementia are the symptoms that 

go with the disease. Diseases like Alzheimer's, Vascular, Lewy Body, Frontotemporal, or 

Parkinson's Dementia Disease, so please keep that in mind. As we've identified the five top 

dementia diseases, it is very important to note that there is no cure. I'm sad to say there is 

absolutely no cure for any of the five I just mentioned to you. So bear that in mind as we continue 

this journey on "What is dementia?" 


WHAT IS DEMENTIA 

CONTINUED... 

Dr. Tann: Diagnoses are crucial, and I'm going to share with you why I believe that. Of course, 

the scientists, researchers, and literature point to this as well. Early diagnoses can give someone 

living with one of the dementia diseases the quality of life they deserve. They then have an 

opportunity to look at their financials and an opportunity to impact a lot of the decisions as they 

relate to the disease. 

It gives them an opportunity to better manage the disease, it allows them to modify comorbidities 

present with the disease, and it gives the family a chance to talk about advance directives. How 

do you want to live your best life at this particular point? 

Early diagnosis is important. It offers so many thumbs-up kinds of things by way of 

communicating. I say, and I will continue to say, just because you have a diagnosis of dementia, 

particularly if it's early on, you can still live life well. It just has to be managed by you and your 

care team. 

Dr. Tann receiving her Award from the 

BrightFocus Foundation 

Dr. Debra Tann’s Graphic from BrightFocus 

Foundation’s 50th Anniversary Celebration 


Editor's Note 

Dear Friends and Colleagues, as we approach an exciting Fall 

2023, there are numerous positive trends and advancements to be 

optimistic about. From breakthroughs in technology to inspiring 

advancements in sustainability, it's an exciting time. The world 

continues to evolve, with AI and virtual experiences becoming 

increasingly accessible and diverse, including the latest from 

ChatGPT and OpenAI. 

We are also thrilled about our upcoming #17DaysOfSustainability, 

including the Ideagen Global Partnerships Summit at the Nasdaq 

and Ideagen Global Goals Summits at the United Nations on 10.19- 

20 and the 1st Annual Ideagen AI, Health, Tech & Finance Summit 

in Coral Gables, Florida on 12.6. Catalyze Magazine, by Ideagen 

Global, is also impacting the awareness of the Global Goals and 

connecting the dots across sectors as we highlight all the exciting 

developments with our readers for 2023 and into 2024! 

The Best is Indeed Yet To Be! 

GEORGE SIFAKIS 

GEORGE SIFAKIS 

Editor-in-Chief & CEO 

-Ideagen 

CATALYZE MAGAZINE | 20 

DANIEL KERNS 

Senior Editor 

ALEXA SIFAKIS 

Publication Co-Editor 

Pictured Top to Bottom 

George Sifakis & Rawle Andrews Jr. 

Craig Cookson, ACC 

Nasdaq Board Times Square

Ideagen Global - Catalyze Magazine - Summer 2023

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