Ideagen Global - Catalyze Magazine - November 2023

B Y I D E A G E N 

CATALYZE. 

November 2023 

Global 

Goals 

Edition 

PLUS 

2023 Awards 

Recognition 

Preview 

Peter Cuneo 

Former CEO of Marvel Entertainment 

Chair of Cuneo & Co. LLC


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Scott Frisch 

Executive VP & COO 

AARP


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Sami Hassanyeh 

SVP of Digital Strategy 

AARP


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Lana Wong 

Founder 

Moderate The Panel


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Gretchen O’Hara 

Channel Chief, VP of Worldwide Channels & Alliances 

Splunk


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Betsy Reed 

Co Founder & CRO 

Cloudwerx


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Sarah Walters 

Executive Director 

HOSA-Future Health Professionals


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Marcus Henderson 

Board Chair 



CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Nick Ballard 

President-Elect 



CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Alexandra Mitsotakis 

Co-Founder & President 

The World Human Forum


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Mani Dasgupta 

VP, Global Advisory Partnerships 

IBM


CATALYZE. 



Goals 

Edition 

PLUS 


Recognition 

Preview 

Rawle Andrews Jr. 

Executive Director 

American Psychiatric Association Foundation

TABLE OF 

CONTENTS 

01 

Peter Cuneo 

Former CEO of Marvel Entertainment, Chair of Cuneo & Co. LLC 

02 AARP 

Scott Frisch, COO, Sami Hassanyeh, SVP of Digital Strategy, and 

Moderator Lana Wong 

03 

04 

05 

06 

07 

08 

Gretchen O’Hara 

VP of Worldwide Channels & Alliances, Splunk 

Betsy Reed 

Co-Founder & CRO, Cloudwerx 

HOSA-Future Health Professionals 

Executive Director Sarah Walters, Board Chair Marcus 

Henderson, & President-Elect Nick Ballard 


Co-Founder & President, World Human Forum 

Mani Dasgupta 

VP, Global Advisory Partnerships, IBM 

Rawle Andrews jr. 

Executive Director, American Psychiatric Association Foundation

G L O B A L 

Developing Superhero 

Leadership Today 

With Peter Cuneo 

Former CEO of Marvel 

Entertainment & Chair of Cuneo & 

Co LLC. 

Peter Cuneo at The Global Goals Summit 

Robert Reiss: What is your view of leadership today, and how does it relate to your 

experience in leadership? 

Peter Cuneo: Today, I'm here to talk about leadership and to talk about what I think is 

a tremendous lack of leadership, of quality leadership, of superhero leadership in the 

world today. When I start my talks, I like to say that we may have less good leadership 

in the world than ever in human history. I know that it's a very big comment and 

probably not exactly accurate, but all you have to do is turn on a television to prove my 

point. 

We are hurting, and if we are going to achieve these 17 objectives for sustainable 

development, we are going to need a lot more good leadership in the world, but it has 

to be led by younger people; there's no question about it. I work with a lot of young 

people today, as I'm still very active in 5 or 6 businesses, and I see the lacking, if you 

will, that young people have. 

I'm going to talk about that a little bit, and what I think we can do about it, or certainly 

what you all can do about it, whether you're someone who aspires to leadership today, 

sitting in the audience, whether you're a parent or a grandparent that would like to help 

your kids grow in terms of good leaders because if you can become an effective leader, 

you will crush it. You have no competition. You're going to have a very happy life, but 

leadership is synonymous with courage. 

CATALYZE MAGAZINE | 1

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

T O D A Y , W I T H P E T E R C U N E O 

Peter: My first question for everybody is simply, "Are leaders born or made?" The 

second question is, "Where does leadership instinct come from?" I think leaders are 

never born. Yes, you may be born with some intelligence and what have you, but we all 

learn leadership through our life experiences, whether they be personal, professional, or 

whatever form it takes. I started really learning about leadership in the Vietnam War as a 

Navy officer on a guided missile destroyer and a communications officer and damage 

control officer. I was in the combat zone in North Vietnam; I did two tours. 

I don't recommend anyone to learn leadership this way, but it was the way it was for me. 

I believe very strongly that leadership instinct comes largely only one way, and that's in 

face-to-face human interactions. The more diverse those face-to-faces are, the better. 

Diversity in terms of people, diversity in terms of personal and professional life, 

geography, it's all important. Learn about cultures elsewhere in the world, and as those 

experiences grow, you learn instincts, and instinct leads to behaviors. These are what 

lead to effective leadership. 

Peter Cuneo and Robert Reiss 

Peter Cuneo, Robert Reiss, Sidhant Gupta, George Sifakis, & George Sifakis Jr. 


The Future of AI within 

AARP 

Moderated by Lana Wong, Featuring AARP COO Scott Frisch, & SVP of 

Digital Strategy, Sami Hassanyeh 

Lana Wong: What is your vision for the 

next five years? 

Sami Hassanyeh: We'd like to bring every 

piece of value we have in our organization 

to every single member or prospective 

member in a way that is so relevant to them 

that we become indispensable. Not in terms 

of them wanting to belong to AARP but 

because they think AARP enhances the 

way they live their lives, that we bring value 

and solutions to them that make their lives 

better. I think that's really critical for us. 

Sami: Rather than thinking of customer 

lifetime value as what the consumer brings 

to the company, rather what we give the 

consumer in such a way that they want to 

maintain a relationship with us over time. I 

think platforms like AI allow us to slice the 

AARP value proposition for you and then 

enhance that over time as your relationship 

with us grows and as we better understand 

your wants and needs as you go through 

life transitions. 

Our ability to intuitively understand and 

deliver value to you in context, leveraging 

machine learning and AI, is where we 

think we need to be and to deliver that in 

a much more intuitive consumer user 

interface. Our user interfaces are very 

good on mobile and the web, but I think 

natural language has a way to go. I think 

in the future, we'll be dealing with our 

own personal AI, as well as the consumer, 

so we have to be ready. I think those are 

going to be some of the challenges we face 

as we go forward. 

Sami Hassanyeh of AARP 


The Future of AI Within AARP 

Lana Wong: Speaking of those challenges, I'm sure we've all read the doomsday predictions 

of AI as well as the utopian AI dream scenarios. So, how are you all trying to really balance 

that operational governance risk with this enormous potential that AI provides? 

Scott Frisch: First of all, It's a great question because there is no single answer for 

everybody. Every company has its own level of risk tolerance or appetite, but at AARP, we 

think about doing this in stages. Let's understand what AI can and can't do today because 

that's going to change tomorrow. We've essentially come and established a working group 

to create a set of governance rules and training for our organization. We're evolving as 

things change, but the centerpiece of our governance is to ensure there's a human-in-theloop. 

That is a key component. 

Look at ChatGPT, for example, which came out in September of 2021. Just for fun, we 

were planning a trip to Chicago, and we asked it to provide an itinerary for three days in the 

city of Chicago in the middle of July. It came up with this great itinerary for three days, but 

three of the restaurants recommended we're no longer in business. So, that human-in-theloop 

piece is extremely important. 


Scott: I realize that what I'm about to say is far from the capability of what AI has, but I do 

remember when Excel came out, and I am an accountant by trade. The partners at the firm where I 

worked didn't know how to use a computer, didn't know Excel, and didn't understand Excel. They 

would say go ahead and use Excel, but the output is only as good as what you put into the Excel 

formula. If you missed a piece of the formula, your entire input will be wrong, so you still need to 

check it. Now, granted, that's a really tactical, outdated reference, but it's the same thing with AI if 

you think about it using my example for an itinerary to Chicago. 

The human-in-the-loop is really the basis of our governance and our risk model. We still need to 

understand how we're going to use it and what its capabilities are, and as that understanding grows, 

our risk and governance model will change. 

Scott Frisch & Sami Hassanyeh 

Lana Wong, Sami Hassanyeh, and Scott Frisch 

AARP COO Scott Frisch 


A S S E S S I N G A N D 

S O L V I N G F O R T H E D A T A 

D I V I D E 

W I T H G R E T C H E N O ’ H A R A , 

C H A N N E L C H I E F A N D V P O F 

W O R L D W I D E C H A N N E L S & 

A L L I A N C E S A T S P L U N K 

George Sifakis: I know there's another area 

that is so important to you personally and 

professionally, and that's the data divide. I 

know this is something I'm personally 

interested in, as well as Ideagen, but what is 

the data divide, and how can we tackle it? 

Gretchen O'Hara: It's a relatively new 

concept. I think we're all very used to the 

digital divide, and we've talked about that 

for quite some time, but the digital divide 

is essentially about access. How do you 

make sure you have access to be more 

productive and essentially rebalance the 

scales of inequity? But what's happening 

now, and I think we are just waking up to 

this, is that data is king. Data is a sort of 

new access, and we've seen that through 

the explosion in the consumer world with 

ChatGPT as an example. I was talking 

about this last night at a dinner, and for 

example, I had led the AI business at 

Microsoft before I went to Splunk. Then, I 

was fighting to make sure that both the 

commercial and public sectors understood 

the value of AI, but I would say we were 

very nascent in that work. 

Gretchen O’Hara, Spunk 

Gretchen: Now, all of a sudden, it's table 

topics with everyone from your 

grandparents to your child, and to your 

point, that's how fast things have 

changed. In the last ten years, we've ten 

folded the zettabytes of data; those are 

massive data sets that we've never seen 

before in our lifetime. As we think about 

the technology revolution continuing, we 

went essentially from the industrial 

revolution to the technology revolution, 

and that being core to access, now it's 

about data. We will actually see the 

continuation of that data growth over the 

next couple of years, all the way through 

2025. We'll see it double again. So what 

do we do? What does that mean to 

anybody when we think about how data 

is so important and that data is king to all 

of us? 


A S S E S S I N G A N D S O L V I N G F O R T H E D A T A 

D I V I D E 

Gretchen: Its benefits, of course, are that we get access to incredible information that 

makes us smarter and more productive. It makes us safer and more resilient as citizens 

and companies across the globe. Still, it also starts to create an inequity with countries 

that don't have access to data, are in geopolitical climates where they won't give access 

to data, or poor or underserved communities where they can't afford to leverage that 

kind of data. 

What's happening is the commercial side of the business has the money and the means 

to leverage data in a very smart way, but when we think about the public sector, NGOs, 

and nonprofits, or we think about citizens in different communities or different 

countries across the globe, there's none. We're actually creating a larger set of inequities 

between people. They don't have the same access or the same ability to use those 

insights, and it becomes a marginalization between them. 


A S S E S S I N G A N D S O L V I N G F O R T H E D A T A 

D I V I D E 

Gretchen: For the data divide, first, we have to wake up and realize that data is driving the 

way we think and make decisions. We're seeing this every day with AI. We also know that 

we're pulling people further apart because it's the haves and the have-nots. I'll give you a 

real-world example: When we were in the pandemic, think about the data that was used to 

help. Quite frankly, people understood where the infection rate was and how safe you were 

in your community. Think about the notifications received on exposures. When COVID 

landed in Seattle, The University of Washington Medical was one of the first data science 

groups to take advantage of data and then share that out into the world. MayoClinic and 

others caught on, but if you were lucky enough to have those resources, you essentially had 

some protection as a citizen. That's the good side, but there's a bad side. 

When UCSF was partnering on that same kind of data, public health officials were trying 

to get information out into San Francisco. However, the data sets were so big and too 

complex, and the company that was assessing the data was using fax machines. This is a 

true story. So even though you had this massive amount of data, the public entities didn't 

have the infrastructure, the ability, the means, or the digital literacy to capture that. So 

what did they do? They bought more fax machines if you can believe that. I don't even 

know if I could use a fax machine anymore, but they used more and more fax machines. So 

the idea behind that is now you have somebody without those resources. That is the kind of 

example to bring it into sort of human terms of what this access actually means. 

George Sifakis & Gretchen O’Hara outside 

The Nasdaq Marketside 

George Sifakis interviews Gretchen O’Hara 


Ideagen’s 2023 Global 

Ladership & 

ImpactAwards 

Coming soon, Ideagen’s Recognition 

Awards highlighting individuals and 

organizations for Global Leadership & 

Impact in 2023! 


F I N D I N G P O W E R 

I N D I S C O M F O R T 

WITH BETSY REED: CO-FOUNDER 

& CRO AT CLOUDWERX 

Betsy at The Global Goals Summit 

Betsy Reed: So relax, and join me as we 

get a little uncomfortable. The human 

body is a complex machine; as a 

testament to many of the speeches heard 

here today, I feel like I've learned so 

much already. It's made up of hundreds 

and hundreds of systems that are 

designed to keep us safe. One of those 

systems is responsible for the feeling of 

discomfort in our bodies, and it comes in 

three biological forms: physical, mental, 

and emotional. 

Of the three, physical pain is probably 

the most relatable, as we all have pain 

receptors in our body that alert us when 

we're in danger of physical harm. When 

you put your hand near a hot stove, the 

heat receptors notice the heat and alert 

you to pull it away. If they didn't exist at 

all, we wouldn't know to take our hand 

from the stove until it was red and 

blistered. The damage is already done. 

This is an important system in our body. 

Betsy: The second is mental discomfort. 

While there's a wide magnitude of 

severity that comes from this discomfort, 

I'm going to focus on two that are the 

most common that we probably 

experience on a weekly, if not daily, 

basis, and that's cognitive dissonance and 

mental fatigue. 

Cognitive dissonance is when our 

thoughts and beliefs do not align with our 

actions. We have evolved to feel the 

situation as painful. Why? It prompts us 

to course correct and to gain internal 

alignment. Think about the last time you 

committed to either starting or stopping a 

behavior, a hobby, or something like that. 

What happened when you went back on 

that commitment? It probably didn't feel 

good. We've evolved to notice this as a 

perception so that we can be triggered to 

make clear decisions and stick with them 

in the future. It's very important. 


F I N D I N G P O W E R I N D I S C O M F O R T 

In addition, there's also mental fatigue. This is in place, so we shift tasks. Our mind can 

only focus on one task or activity for a certain amount of time. We need that breathing 

room so we can be productive, creative, and motivated. We can think outside of the 

box. This is critical. In the same vein, in this world of instant gratification and digital 

dopamine hits, we're constantly distracted, so you need to focus when you are on that 

task and give it your full attention. It's your superpower. 

The third form is emotional discomfort. Think about your most recent positive 

experience. What feelings came up during or after? Happiness? Love? Excitement? 

Enjoyment? How about negative? What arose in your body? Shame? Sadness? Pain? 

Emotions are what galvanize experiences in our subconscious and conscious minds. 

They allow us to draw from those associations and hopefully recreate the good 

experiences in the future and then prevent or avoid the negative ones. That's why 

they're there. With all of these different systems working, the danger comes when we 

lose touch with reality. So when is discomfort and the feeling of it a true threat and 

something we should pay attention to, and when is it an opportunity to build strength 

and resiliency? The opportunity lies here to learn to harness this power and use it for 

good, safely, with maximum development and minimum damage. 


THE MISSION OF 

HOSA-FUTURE HEALTH 

PROFESSIONALS 

With Executive Director, Sarah Walters, Board Chair Marcus 

Henderson, & President-Elect Nick Ballard 

Sarah Walters: I think we really need to dig into what HOSA-Future Health Professionals is. 

Nick, I'll ask you that question to describe what we do and what our goals are. 

Nick Ballard: HOSA-Future Health Professionals is a career and technical student organization, 

and we're fortunate to be recognized by the US Department of Education for our partnership with 

health science educators. We're also international, which means that we're in multiple countries, 

serving as a bridge for developing tomorrow's health professionals by empowering them to 

realize their abilities, diverse talents, and skill sets today. 

We do this through a range of different programs. We have competitive events and conferences, 

but aside from beyond the classroom, we also have programs within the classroom. We're heavily 

integrated within health science education, and I think the ability for us to be within the 

classroom and extend beyond the classroom, providing excitement about the health care industry 

for students all across the world, is what serves to our benefit collectively, to be the pipeline of 

future health professionals. 

Nick Ballard speaks at The Global Goals Summit 

Sarah Walters & Nick Ballard 


THE MISSION OF HOSA 

Sarah: That's really building off Sustainable Development Goal Four of Quality Education, and 

particularly bringing equitable access to career and technical education experiences. That's one 

of the things that I love. We talked about all being members of the organization but having 

various backgrounds. I grew up in a very rural community with only about 1100 people in the 

town. But Marcus, you were in inner Philadelphia, two very different areas of the world, yet we 

had very similar experiences within the organization. Could you tell us about what your 

experience in HOSA was like and how that shaped your future professional journey? 

Marcus Henderson: Thank you so much, Sarah. I think one thing that's key for all of us to 

understand in this room and online is that HOSA is a student-led organization. I'm a registered 

nurse by education and training, specifically in child and adolescent psychiatry. I would not be 

the person, nurse, or leader I am today had it not been for my involvement in HOSA-Future 

Health Professionals. You know, Nick was talking about how HOSA is integrated within the 

classroom. We take students who are in health science education programs and who have 

interests in health careers in the United States and globally, and we bring them in to enhance that 

classroom learning. We rely on teachers and health science educators to give us competencybased 

education, skills-based learning, and work-based learning experiences. For me, that was in 

a health-related technology program that was producing most of us to go into careers in nursing. 


THE MISSION OF HOSA 

Marcus: We had a particular focus on nurses assisting in the program that I participated in 

during high school. For me, it was attending our state leadership conferences and international 

leadership conferences that boast over 10,000 young people interested in taking care of a global 

society. For me to be sitting here public speaking, those soft skills, which we talked a lot about 

today, are crucial. It's not just the knowledge you possess and the competencies you hold but also 

your ability to establish relationships, connect, collaborate, and work in multidisciplinary or 

interdisciplinary teams. 

That's what HOSA-Future Health Professionals is. It's enhancing classroom learning to put 

students in opportunities in spaces and places that give them the ability to see diverse people, 

diverse experiences, and diverse thoughts. That's what I think you're talking about that brings us 

all together. We grow up in very different places across the globe but come together for a 

common goal of being global leaders in a global society. 

HOSA receives the 2023 Global Impact Award 

Marcus Henderson at The Global Goals Summit 

HOSA Future Health Professionals Panel 


IDEAGEN’S 2023 GLOBAL 

GOALS SUMMIT 

16 

17 

1 

2 

15 

3 

14 

4 

13 

12 

6 

5 

11 

7 

10 

9 

8 

FROM THE NASDAQ GLOBAL HEADQUARTERS, NYC 

STREAMING ON IDEAGEN TV, DECEMBER 1ST, 2023 


T H E W O R L D H U M A N 

F O R U M & T H E 

I M P O R T A N C E O F D E L P H I 

W I T H A L E X A N D R A 

M I T S O T A K I S , C O - F O U N D E R & 

P R E S I D E N T O F T H E W O R L D 

H U M A N F O R U M 

George Sifakis: I'd love for you to 

describe to our global audience what the 

World Human Forum does and, most 

importantly, what inspired you to cofound 

this incredible organization. 

Alexandra Mitsotaki: The truth is that 

I've been working for so many years in 

the global south fighting poverty and 

inequalities. I met incredible people, 

men, women, and children sometimes, 

who were pushed out of the need to 

change their lives and that of their 

communities. They managed to do so by 

being in the driving seat themselves, 

becoming agents of change, and finding 

solutions to their problems. 

I felt if the most excluded and poorest of 

people can do that, surely we should 

look around our own societies to see 

what's going on there. This is what I did 

in France, where I lived, in Greece, 

where I also lived, and all over the 

world. 


Alexandra: It was not surprising to me 

to find so many initiatives, from the 

bottom up, citizen initiatives where 

people were changing the world day by 

day, step by step. 

George: Changing the world day by 

day, step by step. I love that, and 

therein lies the inspiration. You've 

been inspired, as you said, by so many 

people across the planet. You're 

dedicated to changing the world by cofounding 

this incredible organization, 

and I'd like to take it a step further. 

Why is the town of Delphi so crucial 

for your work at the World Human 

Forum? 

CATALYZE MAGAZINE |16

T H E W O R L D H U M A N F O R U M & T H E 

I M P O R T A N C E O F D E L P H I 

Alexandra: I'm Greek, and when I started thinking seriously about founding the World 

Human Forum, which I felt was needed in my capacity as a global citizen, It didn't have 

to be Greece, but then, when you are Greek, why not Greece? When I started thinking 

of Greece, then Delphi became the obvious first choice. 

For those of you who don't know, Delphi used to be the center of the ancient world. It 

was the novel. It was the Omphalos, as we say in Greek, and it was a place where 

people were going to ask questions. They didn't have the answers. They were looking 

for the questions, but they were also looking for something else. They were looking for 

dialogue. They were looking for exchange, for respect from each other and for each 

other's different positions and beliefs. There was no war. It was a perfect union. The 

world was stopping at the borders of Delphi, and this made it the right place for us to 

found the World Human Forum. 


DEVELOPING CROSS-SECTOR 

PARTNERSHIPS AT IBM 

WITH MANI DASGUPTA, VP OF GLOBAL ADVISORY 

PARTNERSHIPS AT IBM 

Mani Dasgupta: How can the private sector to which I 

belong really help in achieving the UN SDGs? Yes, 

they can bring funding. Yes, they employ many people 

and contribute to the GDP. They can commit to the 

Sustainable Development Goals through Tracking, 

reporting, and making sure they inspire people, but 

what they can also do is share the innovations. Share 

the development that's happening within these private 

institutions. I'll share one example, and this inspires me 

to no end. 

Mani Dasgupta at The Global Goals Summit 

Mani Dasgupta: IBM 

At IBM Research, we have our own research arm, as some of you know, and we invest 

heavily in what's next. What's next in the next five years, ten years, 15 years? They came 

up with Watson, which is our AI model and quantum computing. Recently, they 

developed something called VolCat, a new innovative model of recycling. VolCat stands 

for Volatile Catalyst. We have developed in our research facilities a way to make sure that 

plastic recycling becomes not only easy but non-reliant on fossil fuels. 

Mani Dasgupta presents at The Global Goals Summit 

George Sifakis & Mani Dasgupta 


DEVELOPING CROSS-SECTOR 

PARNTERSHIPS AT IBM 

Mani: How does that happen? Today, when recycling, we separate things into different 

buckets. We take labels off, we wash them, and they go through separate processing, 

paper, and plastics. Even with plastics, there are different kinds, and some cannot be 

recycled. However, there is cross-contamination. When this happens, a lot of materials 

actually go into landfills. Almost 70% is not used today. IBM's technology has 

developed something in which you don't have to segregate; everything can come 

together. 

One of the significant causes of pollution worldwide is fast fashion, but clothes, 

carpets, all of that you can put together. You don't even need to wash them. It all goes 

in together. That VolCat system actually looks at processing the P.E.T. out of that and 

creates 100% recyclable. Now, if you put this system into the facilities manufacturing 

plastics, it can take the old plastic and create new ones. In the future, you won't need 

to rely on fossil fuels and petroleum to be able to create plastics. That's an innovation 

to bring that mainstream, but we will need the administration, we will need the people 

to do things differently, and it will require all of us to work together in different ways. 


2023 Ideagen Global 

LOCAL CHANGE FOR 

GLOBAL IMPACT 

SUMMIT 

From Corfu, Greece 

Now Streaming on 

IdeagenGlobal.com 


AN IDEAGEN GLOBAL EXCLUSIVE 

Ending the Stigma on Mental 

Health & Depression 

With Executive Director of The American Psychiatric Association Foundation, 

Rawle Andrews Jr. 

Rawle: That is why we haven't been able to 

demonstrate the fire, passion, energy, and the 

seriousness of purpose that is required. We let 

a word that we don't understand, that we don't 

know where it comes from, do something for a 

health condition that no other health condition 

is fighting in the current day. One of the 

examples we like to use is diabetes as it relates 

to depression. 

Rawle Andrews Jr at The Global Goals Summit 

Rawle Andrews: As I have looked at social 

determinants of health, working with our team, 

I've found that there is stress coursing through 

the veins of every one of the 17 development 

goals. We all know and should know that there is 

positive stress and there is negative stress. The 

question is, how do we navigate this spectrum of 

stress at any stage and any age? 

Unlike many of the other goals, where 

sometimes certain zip codes are further 

marginalized than others, mental illness doesn't 

discriminate against anybody at any age or any 

stage; at any place, any time, or anywhere, you 

can be touched, your teammates can be touched, 

and your loved ones can be touched. But what 

we often do is get stuck on stigma. 

There was a time when people didn't know 

what A1C was; now, whether you know what 

your A1C score is or not, you don't hear 

anybody talking about diabetes and stigma. 

You don't hear about anybody being afraid to 

tell somebody at work, play, or worship, "I 

have diabetes, I'm type two, I'm type one," 

whatever the case may be. That's because 

we've prioritized it. 

We've recognized that diabetes is treatable, and 

you can still live a normal life. You have a 

treatable health condition; get some help if help 

is available, and let's move forward. The same 

is true of depression. Depression is a treatable 

condition, so we can't be stuck on stigma when 

somebody is trying to tell us or we're trying to 

tell somebody else that we need some help. All 

of us, at some point, are going to be touched. 


ENDING THE STIGMA ON MENTAL HEALTH & 

DEPRESSION 

Rawle: I think if the pandemic taught us anything, it taught that none of us going into the pandemic are 

the same way coming out. We're not whole and well. When you travel the world, since we're at a global 

summit, if you are in the Maasai villages of Africa, the first thing they say is not good morning, good 

afternoon, or good evening. what the Maasai say is, "How are the children?" And the common response, 

if true, is "The children are well." The message from that is that if the children are well, then the village 

is doing well, and we're doing the right things the way we're supposed to be. 

Well, here's the news flash at the Global Gold Summit: The children are not all right, and neither are 

we. That's why we must summon the courage to demonstrate seriousness of purpose, because it's going 

to take us working in our lanes, playing our positions expertly. Whatever your lane is, when we hit the 

field, we don't need you to try to play all the positions. We just need to know that you're going to play 

your position, and you need to be able to trust that I'm going to play my position. In the Ideagen 

conclave, we have to be everyday players. There's no time for utility with only seven years. We have to 

play every day, and we have to make sure our teams are ready to play every day. And when they're not 

ready, we have to summon the courage to say if you need a day, take a day. 


Editor's Note 

Dear Friends and Colleagues, as we near the conclusion of 

2023, there are many 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. 

Following a successful Global Partnerships Summit and Global Goals 

Summit at the Nasdaq in October and streaming on December 1st, we are 

extremely grateful to all those who support the Ideagen Mission. Looking 

ahead, we are excited to begin 2024 with the 1st Annual Ideagen Global 

AI, Health, Tech & Finance Summit in Coral Gables, Florida, on 1.31.24! 

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 | 23 

DANIEL KERNS 

Senior Editor 

ALEXA SIFAKIS 

Publication Co-Editor 

Pictured Top to Bottom 

Phyllis Ferrell, DAC 

The Daughters of Penelope 

Jeff Terry, GAF

Ideagen Global - Catalyze Magazine - November 2023

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