Ideagen Global - Catalyze Magazine - December 2023

B Y I D E A G E N 

CATALYZE. 

December 2023 

Global 

Goals 

Edition 

PLUS 


Partnership 

Summit Preview 

Robert Gilpin 

Global Lead - IDAS Institute 

KPMG


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Maria Loi 

Author, Founder of The Loi Brand 

Founder & Chef, Loi Estiatorio


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Rana Novack 

Communications Lead, TED Speaker 

IBM


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Phyllis Ferrell 

Healthcare System Program Advisor 

Davos Alzheimer’s Collaborative


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Kurt Shickman 

Urban Heat Resilience Professional


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Jonathan Parfrey 

Founder & CEO 

Climate Resolve


CATALYZE. 

Decemeber 2023 


Goals 

Edition 

PLUS 


Partnership 


Jeff Terry 

VP of Corporate Social Sustainability & Responsibility 

GAF


CATALYZE. 

November 2023 


Goals 

Edition 

PLUS 


Partnership 


Sheri Hashemi 

Director of Engineering 

L3Harris


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Elena Saviolakis 

Executive Director 

The Daughters of Penelope


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Marianthi Treppiedi 

Grand President 

The Daughters of Penelope


CATALYZE. 



Goals 

Edition 

PLUS 


Partnership 


Savas Tsivicos 

Supreme President 

The Order of AHEPA

TABLE OF 

CONTENTS 

01 

02 

03 

04 

Robert Gilpin 

Global Lead - IDAS Institute, KPMG 

Maria Loi 

Author, Founder of The Loi Brand, and Chef of Loi Estiatorio 

Rana Novack 

TED Speaker, Communications Lead for IBM, & Developer of The 

Foresight Model 

Phyllis Ferrell 

P r o g r a m S y s t e m s D i r e c t o r , 

D a v o s A l z h e i m e r ’ s C o l l a b o r a t i v e 

05 GAF 

With Jeff Terry of GAF, Jonathan Parfrey of Climate Resolve, and 

Urban Heat Resilience Expert Kurt Shickman 

06 

07 

Sheri Hashemi 

Director of engineering, L3Harris 

AHEPA & The Daughters of Penelope 

With Daughters of Penelope Executive Director Elena Saviolakis, 

Grand President Marianthi Treppiedi, and AHEPA Supreme 

President Savas Tsivicos.

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

A D D R E S S G L O B A L 

P O L Y C R I S I S 

WITH ROBERT GILPIN, GLOBAL 

LEAD - IDAS INSTITUTE AT KPMG 

Robert Gilpin, KPMG 

Rob Gilpin: If the UN General Assembly is where the world comes to address the global 

development agenda, then the World Bank and IMF annual meetings, which just took place 

in Morocco, are where the world comes to discuss how to finance the global development 

agenda. I just returned from the annual meetings last week in Morocco, and they did an 

incredible job post-earthquake to make everything happen. They're incredibly proud to host 

such a prestigious global event, and they did a great job. 

During the continued discussions, there was this ongoing dialogue around the array of 

challenges that face us in the international community. You've heard about the increase in 

climate-related disasters, biodiversity loss coming high on the agenda, the widening of 

economic inequalities both within countries and across countries, the conflicts in Ukraine 

and, very sadly, the Middle East, and the ongoing global inflation. Now, there's a term that's 

emerged in international development this year to describe such issues, which is poly-crises. 

The rising of these events at the same time will only make financing and attaining the 

Sustainable Development Goals more difficult. 

CATALYZE MAGAZINE | 1

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

Robert: When you consider the overseas development assistance amount each year is a 

little over 200 billion, whereas the annual needs to achieve the SDGs are between 1.4 and 

3 trillion. The ODA numbers seem strikingly inadequate. If we look at the reconstruction 

costs of Ukraine alone, those costs are estimated to be upwards of 477 billion over ten 

years. Then, there are reconstruction efforts following the devastating Turkish earthquake, 

and the list goes on. 

The scale of change is absolutely huge. Recognizing the urgency of our collective action, 

the incoming World Bank Group president Ajay Banga, who came from the private sector 

at Mastercard, has already realigned the mission of the World Bank Group. They've 

shifted from creating a world free of poverty to creating a world free of poverty on a 

livable planet, and it's a crucial distinction. As the president of the World Bank said, if 

we're going to realize the ambition of the Paris Climate Agreement and stay within 1.5 

degrees, all while achieving the SDGs, there's a real need to vastly increase the scale and 

pace of change. 


G L O B A L 

The Life of Loi and 

Maria’s Passion for 

Cooking 

With Maria Loi 

Author, Founder of The Loi Brand, 

and Chef of Loi Estiatorio 

Chef Maria Loi 

George Sifakis: Tell us a few snippets of the show. Why do people love "The 

Life of Loi" so much? 

Maria Loi: The show is just me. What you see is what you get. People always 

say, "Oh, you don't act," and I tell them, "No, I don't act, I react." I meet people, 

and when I say people, I mean real people. Authentic people. They're taking me 

back to what I did in my life before. Because I have a passion for cooking, and 

when I say passion, I mean passion. You know George, I was born a farm girl. I 

don't know if you know that. 

George: I did know you're a farm girl, and I know that you have a passion for 

cooking. I know you're authentic, and that's why you're here. It's all about 

authenticity and authentic leadership. For you, where did your passion for 

cooking come from, and how do you feel it is best represented in your food? 

Maria: As I said, passion is me. Maria Loi is full of passion. But being a farm 

girl from a very poor family, someone had to stay home and cook. That person 

was me, and I'm so glad that it was me because I love it. I was very fortunate 

because the food for the poor was simple, delicious, and healthy. This is the kind 

of food I make today, and it's the food that we should eat. That's what we have to 

incorporate into our lives. 


T H E L I F E O F L O I A N D M A R I A ’ S P A S S I O N 

F O R C O O K I N G 

George: And food sustainability is obviously front and center. How are you working 

to incorporate sustainable practices into your restaurant, your products, and your 

overarching business practices? 

Maria: I want you to come one night outside Loi Estiatoria after we close. You will 

notice that our garbage is at least one-fifth less than other restaurants in the area. Do 

you know why? Because we try to minimize food waste and recycle as much as we 

can. Of course, we can't do everything, but we use FSC-certified recycled paper and 

glass for our products, which is better for the environment. We are true to it. We don't 

cut corners. That's how my friends and other chefs that I know are doing it, and we 

discuss this every week. We're proud that we're doing this in New York. 


What do you do with an 

Idea? 

With Rana Novack, TED Speaker, Communications Lead for IBM, 

& Developer of The Foresight Model 

Rana Novack: What do you do with an 

idea? It is the name of a children's book 

by Kobi Yamada. My kids have it, and 

they love it. I've thought about this a lot. 

And for me, it boils down to three really 

simple things. 

Number one, pay attention. I think too 

often we have these ideas; things occur to 

us, and we dismiss them. Ideas need time 

and attention to grow. Number two, 

share it. This isn't entirely necessary, but 

sometimes we have ideas, and we want to 

keep them to ourselves. That's fine, but 

assuming you ever want it to live outside 

the boundaries of your imagination, you 

are at some point going to have to share 

it, which is scary. You have to put it out 

into the world and see what happens, 

good or bad. Number three, believe in it. 

If you don't believe in it, nobody else will 

either. When people challenge it, don't 

abandon your idea. Your job is to help 

people see it the way you see it. 

Rana: There's a part of me that wants to 

say it's easier said than done, but I 

actually don't think that is true. I think 

sharing is the easy part. In fact, I think if 

it's an idea that you care about, it's harder 

not to do those things. It's energizing to 

talk about it, and it's fun to think about. 

When people challenge your idea, you 

want to defend it, and you want to help 

them see it the way that you see it. I think 

the harder part is in the smaller steps 

along the way. 


What do you do with an Idea? 

Rana: Here are some of the things that I've learned in my journey. Number one is about 

daydreaming. I recently learned, and think it is so fascinating, that they did a study and 

found that daydreaming enhances performance. Daydreaming is often associated with the 

default network in our brains and the lower-level functioning parts of our brains. It was 

thought that it was sort of one or another; you're either engaging the lower-level parts of 

your brain or the higher-level parts of your brain, which are associated with complex 

problem-solving. But what they found is that when you're activating the lower-level parts, 

when you're in that sort of self-hypnosis, and your mind is in a relaxed state, you're 

activating the complex problem-solving. That's what we can attribute things like an "Aha" 

moment or a "Eureka" moment to. 

Now, the inner child daydreaming part of me is still there. She still exists, and I make sure 

that I have time to let my mind wander whenever I'm trying to figure something out because 

often, the harder I try to figure something out, and the more I think about it, the harder it 

is. Something I refer to as mental quicksand. I stop, I go for a run, or do something to let 

my mind just relax, and I will always have some sort of clarity on the other side of that. 

That's the first thing; I deliberately dream. 

The second thing is about diversity. I learned about diversity and innovation, and 

inadvertently, I learned something about my own self-worth. For quite a long time, and 

sometimes even now, I felt very inadequate because I'm not a data scientist, I'm not an 

immigration lawyer, I'm not a researcher, I'm none of these things. However, it occurred to 

me that the only reason I was able to see things in a particular way, the only reason I was 

able to recognize the gap that I did and how we could fix it, is precisely for that reason. I 

don't have to be all of those things to have value. I try to keep that in mind when imposter 

syndrome kicks in. 


W H A T D O Y O U D O W I T H A N I D E A ? 

Rana: Number three, I learned to trust my future self, and here's what I mean by that. I recently gave 

a talk in Rome, and I had to explain the concept of hindsight being 2020 because that's not a phrase 

that's common there. I explain that sometimes, you can only see things clearly by looking backward. 

At the time, I couldn't see how communications, refugees, technology, humanitarian policy, or any 

of those things were connected. Now, it makes sense. If I have a moment where I don't understand 

how things are connected or something just doesn't make sense to me quite yet, I try to keep patience 

in mind. Just wait longer; It'll make sense later, even if it doesn't right now. 

Lastly, I learned about the difference between barriers and what I call "What now" moments. A 

barrier is something that feels like a failure at the moment or some sort of challenge, but in reality, 

it's actually a growing pain. Any time I encountered a barrier, it made me think harder. It made me 

work harder. It made the idea and the solution stronger on the other side. I think of it more like a 

wall where you can see a path forward; you just have to figure out how to get to the other side. 

A "What now?" moment is more like a black hole. You can't see a way forward, and you're not sure 

that a path exists. It's much more of a dark, hopeless kind of place. You're not afraid of 

embarrassment or failure because whatever it is you are afraid of has probably already happened. I 

learned that there's only one thing that needs to happen when you're in this moment; there's only one 

way to get out of it, and I'd like to share a quote that I absolutely love. "Sometimes, when you're in a 

dark place, you think you've been buried, but you've actually been planted." That's Christine Caine. 

So when you're in this moment, the only thing you have to do is make a choice: Are you buried, or 

are you planted? And maybe what's been planted is the seed of a great idea. 


2024 Global 

Partnership Summit 

“Identifying Solutions A Sector Away” 

Streaming on Ideagen Global January 16th 


P E R S O N A L B A T T L E S & 

C A L L S T O A C T I O N 

A G A I N S T A L Z H E I M E R ’ S 

W I T H P H Y L L I S B A R K M A N F E R R E L L 

H E A L T H C A R E S Y S T E M P R O G R A M 

A D V I S O R 

D A V O S A L Z H E I M E R ’ S C O L L A B O R A T I V E 

Phyllis Ferrell: I mentioned my own experience 

working with Alzheimer's disease. I spent 30 years 

in Life Sciences and Pharma, fifteen of those doing 

Alzheimer's disease research and development. Six 

months after I took that job on Alzheimer's disease, 

my dad was diagnosed. Whether you're a faith-based 

person or not, I can tell you that's not a coincidence. 

I lived the personal and professional journey with 

my family, and our diagnostic journey was awful. 

My father was a retired commander of the US Navy, 

Tricare for life, a veteran. He was an executive; I 

was actually born outside the United States because 

he was an expat for a very large US chemical 

company, and the process almost killed us. 

Financially, emotionally, and mentally, and I was 

sitting here in the space that had all the resources. 

Not just financial resources, but I sat in the 

Alzheimer's community. 

Phyllis Barkman Ferrell 

Phyllis: One of the most fun things about 

watching this community-in-practice at the 

Davos Alzheimer's Collaborative was 

watching the low and middle-income 

countries educate the high-resource 

countries. Sometimes, in the US, we think 

we've got this and that everybody should 

just follow us. Well, I'm here to tell you, 

we're as broken as all of them. One of our 

PIs in Kenya said when it comes to 

Alzheimer's disease, we're all developing 

nations. 

I could pick up the phone and call the greatest 

thought leaders in the world. Mark my words, this 

can't continue. We have to make a change. We can 

do better. That's become my mission. It isn't rocket 

science. We don't need a double-blind, placebocontrolled, 

randomized clinical trial that discovers a 

new drug. We just need to roll up our sleeves, take 

apart the pieces like Legos, and put them back in a 

way that actually supports an aging population. 


P E R S O N A L B A T T L E S & C A L L S T O A C T I O N 


Phyllis: A couple of calls to action for you. The first one. First, one of the scientific things we've 

learned is that 40% of dementias are actually preventable with lifestyle modification. Now, 

notice I said dementia, not Alzheimer's disease. What are those things? Well, I'm here to tell you 

because this is what you're going to go home and start doing today. Mediterranean diet, exercise, 

quit smoking, drink in moderation, cognitive engagement, social engagement, and tightly control 

your blood pressure. 

Now, here's the biggie: sleep 7 to 8 hours every night. Working moms, people who are taking 

care of elderly parents. You're going to laugh at me when I say that, but leave the dirty dishes in 

the sink and go to bed for 7 to 8 hours of sleep. It's the only time that the brain janitor and the 

microglia actually clean up the pathology for you. That's your number one call to action for 

yourself. 

Here's the more important call to action for every single person sitting in this room, in this chair, and 

everyone watching this on Ideagen TV. You are sitting in a position of influence. That's why you're 

here. You may be someone who actually works in a health system and can influence someone to 

make a change, be a champion. You may be someone who knows a funder who wants to move this 

field forward and is willing to provide a grant. You may be able to help a startup that is doing 

something in digital health or diagnostics and move this forward. You may be just willing to raise 

your hand and say, I don't know exactly what I can do, but from where I sit, I want to help. 


P E R S O N A L B A T T L E S & C A L L S T O A C T I O N 


Phyllis: So, my call to action for all of you is to figure out what that is. What seat of 

influence are you in? I can guarantee you, no matter what sector in, you're going to touch 

this disease. And I'd ask you to take it and use it. If I can help figure out how to connect 

you to the community, I'll do it, and I know Ideagen will do it. There are others in the room 

here who spend time in this space, and I'm sure you'll find somewhere in your community, 

in your country, in your organization, or in your sector to make an impact. We can do 

better. We have to do better. 


BUILDING CLIMATE 

RESILIENCE IN 

AMERICAN CITIES 

With Jeff Terry of GAF, Jonathan Parfrey of Climate 

Resolve, and Urban Heat Resilience Expert Kurt Shickman 

Kurt Shickman: The topic of climate change can be very depressing, and if people truly know 

the science of what we're facing right now, there is cause for great concern. But what we're 

talking about should be cause for optimism. There's something in our power that we can do about 

it. What's great about reflective materials, is they actually send sunlight back into space. The 

great Earth's energy imbalance that is climate change is being incrementally bettered at the speed 

of light by sending sunlight back into space. Talk about an amazing co-benefit. You cool down a 

community, and you're getting to the heart of the climate problem at the same time. 

Jonathan Parfrey: Just to follow up on that, if we look at the globe, about 2% of our land area is 

cities. If we did heat interventions in that 2%, we're talking about the equivalent of turning off 

500 coal power plants or the equivalent of taking about half the world's cars off the road for 20 

years. It's a huge number, and we don't capture it at all. This leads me perfectly to some of the 

opportunities we have here for scale. The first thing is while there is a lot of technology and 

innovation that has gone into the products we see today, in my mind, this isn't a technology 

problem; it's an access problem. We can model our cities to help urban practitioners make good 

choices about what to put, where to put it, and where to prioritize. It just needs to be accessible. 


BUILDING CLIMATE RESILIENCE IN 

AMERICA’S CITIES 

Jonathan: The first piece of this is how do we take the good information and great analytical 

capabilities we have today, which are growing exponentially every day, and get them into the 

hands of the people who make these decisions? That's number one. The second piece is exactly 

what Jonathan was saying. We have a huge benefit that is not captured in the way we fund, 

finance, and transfer the risk of our investments. Right now, if you look at the balance of climate 

finance, which isn't a huge number to begin with, only 7% of climate finance goes to adaptation 

and resilience. The other 93% goes to mitigation because it's easier to measure. 

We need the same types of measurement and granularity around how we value these investments 

on the mitigation side. If we doubled resilience to just 14%, the amount of additional funding 

flowing into that space beneficial for companies, communities, and others is tremendous. That's 

a completely available opportunity for us, and those would be the two I would highlight right 

now. 

Jeff Terry: As a last word, what would be your recommendation on what needs to be done and 

where can we go from here? 


BUILDING CLIMATE RESILIENCE IN 

AMERICA’S CITIES 

Jonathan: I'm going to be very predictable here. The private sector is not the enemy. The 

entrepreneurship, the innovation, the ability to act quickly, the ability to move finance, this is all 

on the private side. We need it desperately in the fight to protect humanity from extreme weather 

events. We need it to get to the core problem of climate change. There is no daylight between my 

nonprofit and the organization that Jeff's affiliated with (GAF). We're working hand in glove, 

and I've never had a better experience in all of my years of working on social issues. It's been 

amazing. 

Jeff: Kurt, what about you? 

Kurt: I would just reiterate something I said earlier, which is that we can look at climate and 

heat as this full spectrum challenge or problem and all the different ways it hurts us, but I think 

the flip side is also true. That's where we need to be focused. How we take these negatives, the 

things we know, and what we need to do, and translate that into results. We know the 

technologies that are out there. Deploy them, and start to talk about those as benefits and 

improvements in the way we look at the world and the way we live in the world. That would be 

my charge from this conversation. 

Jonathan Parfrey 

Kurt Shickman 


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 NOW ON IDEAGEN TV 


S O L V I N G F O R 

S U S T A I N A B I L I T Y & T H E 

I M P A C T S O F B I G D A T A 

W I T H S H E R I H A S H E M I , 

D I R E C T O R O F E N G I N E E R I N G 

L 3 H A R R I S 

George Sifakis: Sustainability: It's a 

buzzword today and a wide-ranging topic 

across the planet. What are some key aspects 

of sustainability that you're not only focused 

on but solving for? 

Sheri Hashemi: As I'm still in my Ph.D. 

dissertation right now, I've made a 

refinement to my topic to cover 

sustainability for air cargo and supply 

chain management using resilience to help 

drive sustainability. What sustainability is 

to me is the ability to endure. It's the ability 

to keep going and to keep moving. 

Resilience is the ability to come back and 

to resolve when disruptions come through. 

Those are two very key pieces for what 

we're coming up with, especially when 

talking about Sustainable Development 

Goal Nine of resilient infrastructure. By 

having resilience and having the ability to 

overcome, you can have the ability to 

endure. 

Sheri Hashemi 

George: That's incredible, and so 

switching over to big data, we've got this 

powerful stream of data in companies 

like L3 Harris, and it seems to me that 

there are resources to solve the 

sustainability issues of today utilizing this 

data. What do you believe needs to be 

done to implement the solutions to solve 

these issues, and why hasn't it happened 

already? 

Sheri: Currently, I think there are 

barriers in place. As for the why, I think 

there are barriers between where that data 

is coming from and then really being able 

to understand and optimize how to use 

the data. Sometimes, you can end up in 

analysis paralysis, where you think you 

don't have enough data or you think you 

have too much. 

CATALYZE MAGAZINE |16

S O L V I N G F O R S U S T A I N A B I L I T Y & T H E 

I M P A C T S O F B I G D A T A 

Sheri: I think understanding that inaction or delayed action can almost be worse than no 

action. As you continue to move forward, you can pull more data and get the actuals of 

what you're working within, giving you the opportunity to refine. That's one of the 

things holding people up is that if you pick a path and you pick the processes and steps 

that you're using, it does not necessarily leave an opportunity for that incoming 

assessment and being able to adapt and stay rigid. 

I think one of the means for being able to do this is similar to your work with Ideagen 

and the cross-sector collaboration enabling different perspectives on how to look at that 

problem. Another means for being able to help resolve and solve some of these 

challenges is leveraging academia with industry and using some of the top minds in 

colleges to focus on the issues singularly and not be distracted by other challenges 

within the industry. I think being able to not only go across sectors but also from 

industry and academia to be able to leverage the minds and diverse perspectives to 

tackle the problems because the data is there and is now becoming more and more 

available. I think it's about how we came to it is where we can end up helping ourselves 

move forward. 


ATTRACTING VOLUNTEERS & 

LEADERS WITH AHEPA & THE 

DAUGHTERS OF PENELOPE 

WITH DAUGHTERS OF PENELOPE EXECUTIVE DIRECTOR ELENA SAVIOLAKIS, 

GRAND PRESIDENT MARIANTHI TREPPIEDI, AND AHEPA SUPREME PRESIDENT 

SAVAS TSIVICOS. 

Elena Saviolakis: Mr. Tsivicos, as Supreme President of the AHEPA organization, what 

qualities do chapters look for when recruiting a volunteer member? 

Savas Tsivicos: The first thing is to identify who is a volunteer. Not everybody gives back; 

that's a fact. Certain people have it in their DNA to give back to their community, back to 

society, and back to their organization, and you can identify them. If you are in a church 

setting, for example, you can see who is volunteering and who is working, and those are the 

people that you try to attract. Number two, you need people who identify with the mission of 

the organization. 

Lastly, you identify people who have the potential to step up to the plate and offer their 

talent and their treasure to the organization. But as I said, not everybody is cut out to be a 

volunteer. It's very important to identify those that give you the impression that they are 

willing to give their time for the common good. 


ATTRACTING VOLUNTEERS & LEADERS 

WITH AHEPA & THE DAUGHTERS OF 

PENELOPE 

Elena: Absolutely. Mrs. Treppiedi, what do you think? 

Marianthi Treppiedi: We recruit women who are willing to give sustained service to our 

organization and our community. We need workers, we need people who support our 

mission, and we need people who enjoy working with others. We need people who will 

work throughout the year and not just on one project. We just need the workers, and 

many people are willing to volunteer in that way in the women's society. 

Savas: The last thing I'll identify is while we are attracting new members, what is most 

important for us is to identify future leaders. Succession is the most important task, 

and every successful leader won't be successful if he is not able to prepare. Amongst 

potential members, we always look for the qualities of a leader because, without them, 

we won't be around for another hundred years. 


2023 Ideagen Global 

LOCAL CHANGE FOR 

GLOBAL IMPACT 

SUMMIT 

From Corfu, Greece 

Now Streaming on 

IdeagenGlobal.com 


Editor's Note 

Dear Friends and Colleagues, Happy New Year 2024, it promises to be 

another #Epic year for Ideagen Global and Global Partnerships for World 

Change. 

We saw many trends and advancements to be optimistic about in 2023. 

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. 

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 in 2024! 

The Best is Indeed Yet To Be! 

GEORGE SIFAKIS 

GEORGE SIFAKIS 

Editor-in-Chief & CEO 

-Ideagen 

CATALYZE MAGAZINE | 21 

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 - December 2023

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