The Executives

How do great business leaders learn to navigate complexity, cultures, and real-world decision-making? For Andrew Foley, an alumnus of the Asia School of Business (ASB) inaugural MBA Class of 2018 and now Assistant Professor of Management & Organizations at New York University (NYU) Stern School of Business, the answer lies in Action Learning. Reflecting on his journey from ASB student to academic, Andrew shares how the school’s distinctive learning approach—combining rigorous classroom education with hands-on industry projects across Southeast Asia—equipped him with the ability to think strategically while understanding the human and cultural dimensions behind business decisions. His experiences working with companies in the region reinforced the importance of listening to stakeholders, embracing diverse perspectives, and developing solutions that create lasting value. Andrew also highlights Southeast Asia’s rapidly evolving business landscape as an exceptional environment for aspiring leaders to gain practical, global business experience. Read Andrew Foley’s inspiring journey and discover how the Asia School of Business prepares future leaders to “think across worlds.” Read the full article: https://asb.edu.my/andrew-foley-on-strategy-action-learning-and-the-asia-school-of-business-experience/  

For Po Lin Lim, CEO, serial founder, and thought leader, entrepreneurship has never been about building companies for its own sake. Across her work in healthcare, technology, and community platforms, one thread consistently runs through everything she builds: helping people make sense of complexity with clarity, confidence, and dignity. Po Lin LimChief Executive Officer & Serial Founder, TalkHealthAsia. “I’ve always been drawn to one question,” she says. “How do we make sense of life and all its complexities, and empower people to navigate that complexity with confidence and dignity?” That question has shaped her journey across multiple ventures, each rooted in the idea of connecting people with trusted knowledge and human support when it is needed most.   Building Around Human Complexity Lim’s motivation is deeply tied to lived experience—both as a caregiver and a patient—and the gaps she observed within healthcare systems. Healthcare, she notes, is one of life’s most significant yet overwhelming journeys. While most people will eventually become patients or caregivers, many are unprepared for the fragmentation they encounter. “When that happens, many discover just how overwhelming the process is,” she explains. “Trusted guidance, context and support are often missing.” These experiences led her to build TalkHealthAsia, with the aim of bridging the gap between healthcare providers and the lived realities of patients. The goal was to help people find answers to difficult questions—what doctor to see, what questions to ask, and how to navigate treatment decisions—within a trusted and accessible environment.   Evolving TalkHealthAsia into a Healthcare Ecosystem TalkHealthAsia was initially designed as a patient navigation platform. However, Lim explains that its vision evolved as she realised information alone was not enough to transform outcomes. “Equipping patients with information on its own isn’t enough to move the needle,” she says. “Shifts happen when all stakeholders are empowered.” This insight reshaped TalkHealthAsia into a broader ecosystem connecting patients, healthcare professionals, and industry partners. Beyond digital navigation, the platform has expanded into initiatives such as the Malaysia Cancer Innovations Forum and the Malaysian Breast Cancer Summit, designed to facilitate knowledge exchange and professional development within the medical community. More recently, AI-enabled tools have been introduced to help patients identify relevant care pathways more intuitively, strengthening access and discovery. Today, TalkHealthAsia is evolving into a multi-layered ecosystem spanning education, engagement, professional development, and care navigation.   Turning Ideas into Scalable Impact For Lim, not every idea is meant to become a company—and not every company is meant to scale. When evaluating ideas, she focuses on three questions: whether it solves a meaningful problem, whether it serves multiple stakeholders, and whether she has the conviction to see it through. Scalability, she explains, depends on disciplined execution, resource allocation, and the ability to say no to opportunities that do not align. Long-term impact, however, depends on whether the solution meaningfully improves lives in a way that endures over time.   Leadership Evolution: Clarity Over Certainty Lim’s leadership philosophy has shifted significantly over time. “At the start, I longed for certainty,” she says. “These days, I’m learning to sit in the discomfort of uncertainty.” A core value that has remained constant is integrity—particularly within teams. “If integrity is lacking, even with just one or two individuals, the cost to the entire team can be too high,” she notes. She also advocates for transparency in leadership, even when it is uncomfortable, believing it builds trust and attracts aligned teams capable of growing together. Leadership, she adds, is not about having all the answers, but about relentlessly pursuing clarity, making difficult decisions, and protecting values through action.   The Future of Healthcare Lim believes healthcare is entering a defining transformation driven by AI, digital platforms, and consumer empowerment. She describes the current moment as part of a broader technological evolution, with AI significantly expanding access to information and personalised guidance. However, she emphasises that technology alone is not enough. “There is an irreplaceable role for trusted human context,” she says, highlighting empathy and human connection as essential components of care. She also anticipates a shift toward preventative and lifestyle-based healthcare, where care becomes more integrated into daily life rather than confined to hospitals. At TalkHealthAsia, AI-powered tools are already being developed to support patients in navigating healthcare more efficiently, including systems that translate everyday language into clinical pathways. The long-term vision is to build a trusted ecosystem that supports individuals across their entire health journey.   Advice for Women Founders Lim’s advice to women building businesses is direct and grounded in experience. “Dig deep and find your why,” she says. “The days are long, and the road ahead is hard.” She emphasises the importance of surrounding oneself with strong support systems—people who uplift, collaborate, and genuinely believe in the mission. “Everything else can be navigated, one thing, one day at a time.”   Personal Rituals & Anchors Outside of work, Lim grounds herself through four core anchors: exercise, faith-based values, love, and child-like wonder. Exercise helps her maintain clarity and energy, while faith provides grounding during difficult seasons. Family and close relationships offer emotional stability, and curiosity continues to shape how she sees the world.   Life Beyond Work When she is not building platforms or leading conversations, Lim values simplicity and intentional time away from work. An ideal weekend includes outdoor activity such as hiking or pickleball, a coffee date with her husband, and unhurried time with her daughter. She also values solitude for reflection and mental reset, considering it essential to maintaining balance.   Defining a Life Well Lived For Lim, legacy is not something she actively pursues. “I would like to think it wouldn’t hang on what others say about my life’s work,” she says. “Rather, it would be simply to feel that I have lived meaningfully and fully across all facets of life.” At its core, her work is guided by a simple mission: to help people feel more informed, more supported, and less alone in moments that matter most.

Teo Seng Capital Bhd has appointed Nam Ya Jun as its new managing director, succeeding Nam Hiok Joo, who stepped down after serving in the role for about eight years. The group also appointed Na Yi Chan as its executive director, replacing Loh Wee Ching, who retired from the board. All appointments took effect on July 2. Hiok Joo, 59, who has more than 30 years of experience in the poultry industry, joined Teo Seng Feedmill Sdn Bhd as general manager in 2001 before becoming the group’s general manager in 2010. He had served as Teo Seng Capital’s managing director since June 2018 before stepping down. The group, however, did not disclose the reason for Hiok Joo’s resignation. Ya Jun, 44, who joined the group in 2005, is the nephew of Hiok Joo and also a cousin of Yi Chan. Teo Seng Capital’s shares price closed down half a sen or 0.63% to 79 sen, giving the group a market capitalisation of RM474 million. Year-to-date, the stock has fallen 19%.

Heineken Malaysia Bhd has appointed Datuk Iain John Lo as its new chairman, effective Aug 15, 2026, succeeding Datuk Seri Idris Jala, who is stepping down after serving nine years on the board. In a statement, the brewer said Lo brings more than 30 years of leadership experience across the energy, banking and telecommunications industries. Heineken Malaysia Bhd, Chairman – Datuk Iain John Lo. He spent over three decades with Shell, culminating in his appointment as country chairman of Shell Malaysia Ltd, a role he held from 2012 until his retirement in March 2021. He also previously served as chairman of Shell Refining Company (Federation of Malaya) Bhd before the company’s sale in 2016. Lo currently serves as a member of the Board of Guardians of the Sarawak Sovereign Wealth Future Fund. He is also an independent non-executive director of RHB Bank Bhd and RHB Investment Bank Bhd, as well as a board member of Sepang International Circuit Sdn Bhd. He holds both Bachelor’s and Master’s degrees in Civil Engineering from the University of California, Los Angeles (UCLA). Heineken Malaysia said the board is confident that Lo’s extensive corporate and governance experience will provide strong leadership as the company navigates an increasingly dynamic business environment while advancing its long-term growth strategy under the EverGreen 2030 agenda. Meanwhile, Idris Jala will retire as chairman and director in accordance with the Malaysian Code on Corporate Governance (MCCG), which recommends a maximum tenure of nine years for independent directors. He will continue to support the company as an adviser from Aug 15. The company credited Idris with playing a key role in guiding Heineken Malaysia through a period of significant transformation since joining the board in January 2017. During his tenure, the group strengthened its digital capabilities, enhanced its route-to-consumer strategy, undertook major brewery upgrades and successfully navigated the challenges brought about by the Covid-19 pandemic. Shares of Heineken Malaysia closed 12 sen, or 0.6%, higher at RM19.42, giving the brewer a market capitalisation of RM5.87 billion. The stock has declined 22.9% over the past 12 months.

Sunway Bhd has appointed Tan Sri Abdul Wahid Omar as its co-chairman, effective July 1, 2026. In a filing with Bursa Malaysia, the group said Abdul Wahid, who currently serves as an independent non-executive director of Sunway, has been redesignated to the role following the retirement of Datuk Seri Idris Jala. Sunway Bhd, Co-Chairman – Tan Sri Abdul Wahid Omar. The company expressed its appreciation to Idris for his contributions during his tenure as co-chairman. “The board of Sunway thanks Idris for his invaluable contributions during his tenure as co-chairman of Sunway and wishes him all the best in his future endeavours,” the company said. Abdul Wahid brings extensive leadership experience from both the corporate and public sectors. He served as president and chief executive officer of Malayan Banking Bhd (Maybank) from May 2008, where he oversaw the bank’s regional expansion and transformation initiatives. Prior to leading Maybank, he was the group chief executive officer of Telekom Malaysia Bhd from July 2004 until the company’s demerger with Axiata Group Bhd in April 2008. During his tenure, he played a key role in strengthening the group’s telecommunications business and driving its strategic restructuring. Widely recognised as one of Malaysia’s most respected corporate leaders, Abdul Wahid has also held several prominent positions in both government-linked and private sector organisations, contributing significantly to corporate governance, business transformation and national economic development. His appointment as co-chairman is expected to further strengthen Sunway’s leadership as the group continues to expand its diversified businesses across property, construction, healthcare, education and infrastructure. The leadership transition forms part of Sunway’s ongoing board succession planning and commitment to maintaining strong governance and strategic oversight.

CTOS Digital Bhd has appointed Creador founder and chief executive officer Brahmal Vasudevan as its new non-executive chairman, effective July 1, 2026. According to Bursa Malaysia filings, Brahmal, 57, succeeds Datuk Noorazman Abd Aziz, who is retiring after serving as chairman since February 2020. The appointment comes as Creador remains CTOS Digital’s largest shareholder, holding a 20.784% stake in the company through Jade Vine Sdn Bhd. Brahmal founded private equity firm Creador in 2011 and has served as its chief executive officer since its inception. Under his leadership, Creador has grown into one of the region’s leading private equity firms, with investments across Southeast Asia and India spanning sectors such as financial services, consumer, healthcare, retail and business services. CTOS Digital Bhd, Chairman – Brahmal Vasudevan. Before establishing Creador, Brahmal was the general partner and managing director of ChrysCapital Investment Advisor (S) Pte Ltd from 2000 to 2011. He also held senior positions at several multinational organisations, including Malaysian Tobacco Bhd, Boston Consulting Group, British American Tobacco and Astro. In a separate Bursa filing, CTOS Digital also announced the appointment of Datuk Iswaraan Suppiah, 62, as an independent non-executive director. Iswaraan brings extensive experience in banking, technology and digital transformation. He previously served as group chief operations officer of AmBank Group, where he spearheaded initiatives involving digital transformation, artificial intelligence adoption and operational automation. Prior to that, he held several senior technology and operations roles at CIMB Group. The appointments are expected to strengthen CTOS Digital’s board as the group continues to expand its digital credit reporting and data analytics capabilities while advancing its long-term growth strategy. Shares of CTOS Digital closed 0.75% lower at 66.5 sen, giving the company a market capitalisation of RM1.52 billion. The stock has declined 17.39% year-to-date.

For Penny Choo, Co-Founder of BloomThis, gifting is not defined by products or transactions, but by the emotion behind the gesture. It is a way of turning intention into something tangible making it easier for people to express care in life’s most meaningful and everyday moments. When BloomThis was founded in 2015, the idea was shaped by a simple but powerful gap in the market. While floristry had long been established through Giden’s family business in Penang, the way flowers were sold had not kept pace with how people actually lived. “The vision was about removing the friction between wanting to show someone you care, and actually doing it,” Choo explains. “We wanted to make thoughtful gifting easy, reliable, and genuinely beautiful.” What began as an online flower delivery service has since evolved into a broader gifting lifestyle brand used for birthdays, anniversaries, grief, apologies, celebrations, and quiet moments of thoughtfulness. “When I look at what BloomThis represents today, it’s about the feeling you create when you send something to someone,” she says. “That emotional connection has always been at the heart of it—we’ve just found more and more ways to honour it.”   Evolving from Floristry to a Gifting Brand BloomThis was never positioned as a traditional florist. From the outset, it was built around how people express emotion in a modern, digital-first world. BloomThis, Co-Founder – Penny Choo. Choo describes its evolution as a natural expansion of purpose rather than a change in direction. Customers were not simply buying flowers—they were marking moments, expressing feelings, and communicating what words sometimes could not. Today, BloomThis sits within a broader gifting lifestyle space, shaped by the belief that the value lies not only in what is sent, but in what it represents.   Long-Term Vision & Regional Growth Looking ahead, Choo’s ambition extends beyond Malaysia. “For the next five to ten years, I want BloomThis to be the name people reach for across Southeast Asia when they want to express something meaningful—not just in Malaysia,” she says. With strong roots already established locally, the next phase of growth is focused on both expansion and depth—building presence in new markets while strengthening the company’s product range and infrastructure. Singapore has already been an important step in that journey, with broader regional opportunities ahead as the gifting economy across Southeast Asia continues to develop. At the same time, Choo sees technology playing a critical role in shaping the next chapter of the business. “We’ve already built proprietary AI for logistics and route optimisation,” she explains. “The next frontier is using data to help customers gift better, not just faster.” For her, innovation is meaningful only when it improves how personal and relevant the experience feels for customers.   Leadership Journey Like many founders, Choo’s approach to leadership has evolved significantly since the early days of building BloomThis. In the beginning, she was deeply involved in almost every decision, driven by the realities of starting from scratch. “I thought being a leader meant having all the answers and being in the room for every decision,” she says. “But at some point you realise that your job is no longer to do the work. It’s to create the conditions for your team to do their best work.” A key shift was learning to trust people more deeply—not just delegating tasks, but allowing teams the space to operate independently. Today, she is also intentional about how she manages her time and energy, particularly in protecting her mornings for clarity and focused thinking. “Not everything that feels urgent actually is,” she says. “Learning to tell the difference has probably been the most valuable leadership skill I’ve developed.”   Staying Relevant in a Competitive Market In a category built around emotion and timing, staying relevant requires consistency and attentiveness. For Choo, the starting point is always the customer. “The data tells you what happened; the customer tells you why,” she explains. While analytics help track behaviour, she believes true insight comes from listening more closely to customer feedback—understanding both why people choose BloomThis and why they do not. Consistency is equally important. “Relevance isn’t about doing something new every single week. It’s about showing up reliably, in a way that feels true to who you are.” She also emphasises the importance of curiosity—staying open to ideas from outside the industry and continuously learning from different perspectives.   Advice for Women Entrepreneurs Choo is clear and direct when speaking to women building businesses. “Don’t apologise for your ambition,” she says. “Women are often socialised to soften their drive, but ambition is not a character flaw. Own it.” Her second message is about timing and readiness. “I was not ready when we started BloomThis. I figured it out alongside building it. If you wait for perfect conditions or perfect confidence, you’ll wait forever.” Finally, she highlights the importance of building a strong and intentional support system—people who challenge, support, and provide honest feedback. “The people around you shape the kind of leader you become.”   Life Beyond Founder Mode Outside of work, Choo prioritises structure, grounding, and quiet. Her mornings often begin with movement—either Pilates or functional training—followed by a simple breakfast and what she describes as a calming routine that helps set the tone for the day. The rest of her day off is intentionally slow and screen-free, centred around reading, time with family, and moments of stillness. “Quiet is sacred to me,” she shares. “It’s where I come back to myself.”   Building Something That Lasts For Choo, success is not measured only by expansion or commercial performance, but by trust. As BloomThis grows across Southeast Asia, her focus remains on building a brand that people rely on during meaningful moments in their lives. “If there is a legacy I want to leave behind, it is a company that people trust to show up on the important days—the birthdays, the grief, the celebrations, the quiet ‘I was thinking of you’ moments,” she says. At its core,

EWI Capital Bhd (formerly known as Eco World International Bhd) has appointed Tee Kim Xiong as its new deputy chief executive officer. In a filing with Bursa Malaysia, the group said Tee, aged 37, brings extensive experience in corporate and investment banking, having spent the majority of his career with CIMB Bank, where he served for nearly 15 years. EWI Capital Bhd deputy chief executive officer Tee Kim Xiong. The company added that prior to joining EWI, Tee briefly held the position of chief executive officer at a private real estate asset management company. The appointment comes as EWI continues to reposition its business following changes in its operating structure and project pipeline. In a separate filing, EWI reported a net loss of RM30.86 million for the second quarter ended April 30, 2026 (2Q26), compared with a net profit of RM2.28 million in the same period a year earlier. The group did not record any revenue for the quarter. EWI explained that its projects in Australia had been fully sold and handed over to purchasers in financial year 2025, resulting in the absence of revenue during the current reporting period. The group also said it completed its subscription into TrustCapital Australian Office Fund No. 3 during 2Q26. It expects future income to be generated following the completion of the acquisition of a commercial asset in Melbourne in May 2026. Despite the current loss-making position, EWI said its transition towards investment-linked income streams is expected to support longer-term earnings visibility as it shifts away from its previous development-heavy model.

Wolters Kluwer, a global leader in information solutions, software, and services for professionals, has announced the appointment of Kumiko Minowa as Head of Asia Pacific and Japan for CCH Tagetik. According to a statement, Minowa’s appointment expands her leadership responsibilities across the region, where she will lead regional strategy and execution for CCH Tagetik, building on the momentum established in Japan and supporting continued growth across Asia Pacific (APAC). Kumiko Minowa as Head of Asia Pacific and Japan for CCH Tagetik. CCH Tagetik Executive Vice President and General Manager Atul Dubey said Minowa has successfully scaled the business in Japan and built strong relationships with customers and partners. “Her understanding of regional market dynamics positions her well to lead our next phase of growth across APAC,” said Dubey. Meanwhile, Minowa said she is honoured to take on the expanded responsibility across APAC and looks forward to working closely with teams, customers, and partners to support their priorities. In her expanded role, Minowa will help finance teams strengthen performance management and improve operational efficiency and visibility across planning, consolidation, environmental, social and governance (ESG), as well as regulatory requirements. Based in Singapore, she will also work closely with regional teams to align global strategy with regional business execution and oversee CCH Tagetik’s operations across APAC and Japan, spanning ASEAN, India, Greater China (China, Hong Kong and Taiwan), Australia and New Zealand, the Middle East, and South Korea. Minowa most recently served as Japan Managing Director for CCH Tagetik, where she leveraged her extensive experience in enterprise performance management to expand adoption, particularly among leading global enterprises, and strengthen relationships with customers and partners. Wolters Kluwer’s CCH Tagetik Intelligent Platform is a unified finance platform that delivers artificial intelligence-powered insights across group performance management, business planning, financial close and consolidation, ESG, tax, and regulatory compliance.

For many concertgoers, live entertainment begins when the lights dim and the first note fills the arena. For Para Rajagopal, Managing Director of Live Nation Malaysia and Chief Executive Officer of PR Worldwide, that moment represents only the final chapter of a much longer story—one built on months of planning, hundreds of professionals, and an industry dedicated to creating unforgettable experiences. Live Nation Malaysia & PR Worldwide – Managing Director Para Rajagopal. Rajagopal’s journey into live entertainment was shaped early in his career through his involvement in promoting Disney On Ice, an experience he describes as transformative. Working with one of the world’s most respected entertainment brands exposed him to international touring standards, operational excellence, and sophisticated marketing strategies. More importantly, it reshaped his understanding of what the industry could achieve. “Live entertainment is not just about selling tickets—it is about creating memories that stay with people for a lifetime,” he says. That philosophy would eventually become the foundation of his career and influence his approach to growing businesses within the entertainment sector. Seeing Opportunity Where Others Didn’t While many industry players once viewed Southeast Asia as a fragmented and challenging market, Rajagopal saw untapped potential. He recognised the existence of passionate fan communities eager for world-class experiences but with limited access to international productions. For him, the opportunity was never simply about bringing global artists into the region. It was about strengthening an industry capable of creating opportunities across hospitality, logistics, production, transportation, and the wider creative economy. Over time, these efforts have helped elevate Malaysia’s capabilities as a destination capable of delivering events that meet international expectations. Beyond the Glamour Although concerts and major events often appear glamorous to audiences, Rajagopal emphasises that the reality behind the scenes is far more demanding. Months of planning take place before audiences ever enter a venue. International tours can involve hundreds of crew members, extensive regulatory approvals, logistics coordination, production management, safety planning, and contingency preparations. “The public sees the artist on stage. What they do not see are the thousands of operational decisions that take place behind every successful event,” he says. Success, he believes, depends on meticulous preparation, teamwork, and the ability to make critical decisions under pressure. Delivering Global Standards Locally His early experiences with Disney On Ice and subsequent international productions reinforced the importance of maintaining consistent standards regardless of geography. Artists and management teams expect the same level of professionalism whether they are performing in Kuala Lumpur, London, Tokyo, or New York. At Live Nation Malaysia and PR Worldwide, meeting those expectations requires balancing international requirements with local market realities, including venue infrastructure, audience behaviour, affordability, and scalability. The goal is straightforward: deliver world-class productions while continuously raising the capabilities of local industry professionals. Understanding the Audience Consumer preferences continue to evolve rapidly, particularly in an era dominated by streaming platforms and social media. Rajagopal believes staying ahead requires more than studying data alone. While streaming numbers, ticket demand, and online engagement offer valuable insights, understanding cultural nuances and audience sentiment remains equally important. “The question is not simply whether an artist is popular, but whether they can create a meaningful connection with audiences in our market,” he explains. That balance between data and intuition continues to play an important role in how events are selected and positioned. Looking Beyond Commercial Returns The economics of live entertainment can be unpredictable, with promoters often committing significant investments long before tickets go on sale. When evaluating potential events, Rajagopal considers multiple factors, including market demand, venue suitability, production requirements, sponsorship opportunities, timing, and broader economic conditions. Yet financial performance is only one measure of success. Certain events contribute to Malaysia’s reputation as a credible stop on the international touring circuit, strengthening confidence among artists, management teams, and global promoters considering the region for future tours. A New Generation of Concertgoers The pandemic fundamentally changed how audiences engage with live experiences. (From left) Communications Minister Datuk Fahmi Fadzil, Minister in the Prime Minister’s Department (Federal Territories) Hannah Yeoh, Live Nation Malaysia managing director, Para Rajagopal, CelcomDigi Brand and Marketing Services head Chan May Ling and Malaysia Tourism Promotion Board (Tourism Malaysia) chairman Datuk Manoharan Periasamy during the official launch of KL Headline Season 2026 at Kuala Lumpur Convention Centre. While demand returned strongly following the reopening of borders and venues, Rajagopal notes that consumers have become increasingly selective about where they spend their time and money. Today’s audiences expect seamless digital experiences, greater transparency, convenience, and stronger overall value. The customer journey, he says, begins long before attendees arrive at a venue and continues well after the final performance ends. Why Live Entertainment Still Matters Despite audiences having unlimited access to entertainment through digital platforms, Rajagopal believes live experiences remain irreplaceable. “Nothing replaces human connection,” he says. A live performance creates a shared emotional experience that screens simply cannot replicate—one that audiences remember long after the final encore. Technology, meanwhile, continues to transform the industry. Artificial intelligence, data analytics, digital ticketing systems, and targeted marketing tools are helping organisers better understand audiences and improve operational efficiency. However, Rajagopal maintains that technology should enhance the experience rather than define it. “The emotional connection between artist and audience remains at the heart of every event,” he says. Building a Lasting Legacy Looking ahead, Rajagopal believes Southeast Asia is entering a significant growth phase for live entertainment, driven by increasing consumer demand, improving infrastructure, and stronger regional connectivity. For him, success will not be measured solely by the number of international acts entering the market, but by the industry’s ability to become more sustainable, professional, and globally competitive. Among his proudest achievements is seeing Malaysian production crews, engineers, and technical professionals operate alongside some of the world’s leading touring teams with confidence and credibility. “If there is a legacy I hope to leave behind, it is helping create an industry that continues to grow long after any single event or tour has ended,” he says. At its best, live entertainment brings