Future-Proofing Innovation: Aeton Lim on Strategy, DEI, and the Evolving Role of Insights

In this episode of The Greenbook Podcast, host Karen Lynch sits down with Aeton Lim, an Innovation Consulting Manager at Nielsen IQ and a 2025 Future List honoree. Aeton shares his global perspective on market insights, innovation strategy, and how organizations can future-proof their decision-making.

He discusses his expertise in emerging markets, the role of corporate governance, sustainability, and his leadership in DEI initiatives. Tune in to gain valuable insights on how businesses can align strategy with external market forces and leverage thought leadership for competitive advantage.

Topics Covered:

• Aeton Lim’s role at Nielsen IQ and global consulting experience
• Strategic decision-making and innovation’s role in corporate growth
• The importance of aligning business strategy with external market forces
• Key trends in emerging markets and consumer behavior shifts
• The role of corporate governance and sustainability in business success
• The impact of DEI initiatives and the benefits of reverse mentoring
• Luxury market trends and digital transformation in e-commerce
• Future-proofing insights and innovation for sustainable growth

Resources & Links:

• Visit Aeton Lim’s website
• Learn more about Nielsen IQ

You can reach out to Aeton Lim on LinkedIn.

Many thanks to Aeton for being our guest. Thanks also to our production team and our editor at Big Bad Audio.

Transcript

Karen: Hello everybody. Welcome to another episode of the Greenbook Podcast. I’m your host today. It’s Karen Lynch, and I’m excited to be talking to another one of our 2025 Future List Honorees. So, Aeton Lim, I’m so glad you’re here. Friends, Aeton is joining us from Nielsen IQ Strategic Analytics & Insights. He’s an innovation consulting manager there, and I’m just thrilled to have you on the show. Aeton, welcome.

Aeton: Thank you, Karen. It’s a pleasure to be here.

Karen: Well, it’s a pleasure to be talking to somebody who made this year’s list of honorees. So, before we get into that, I want to offer you congratulations, on behalf of all of us and the community listening. But why don’t you tell everybody a little bit more about yourself, and then we’ll dig into some of the reasons why you stood out to our judges.

Aeton: Yeah, sure. I’m Aeton Lim, an innovation consulting manager doing strategic analytics and insight at Nielson IQ. I’ve been with innovation consulting practice for about six years in total, consulted on product and brand innovations, primarily across Asia Pacific, as well as other markets within Europe, United States, Middle East, and Latin America.

Karen: That’s great. And you know, I know that we were originally chatting a bit about our upcoming ne—just, it’s—actually, by the time this launches, I will probably be in Bangkok for our IIEX APAC event, but I believe we’ll be seeing you at our Europe event as well. It’s some exciting stuff. So, let’s just talk about your current role, you know, kind of give people a little bit more detail about what it is you do, and how you kind of approach the work you are doing.

Aeton: Absolutely. So, I think currently, what I’m focusing on at Nielson IQ is more on the innovation consulting, where I help companies [unintelligible 00:01:58] go to market strategies, I give advice on brand renovations, but also helping business find [unintelligible 00:02:06] spaces to play in. I do a little bit of forecasting expertise, where I help companies really quantify the size of the innovation price, and advise decision making if the juice is worth the squeeze. On the sidelines, I do thought leaderships as well, where help to advance the thinking and really shape the perspective that encourages business to act. And the last one is the next-gen DEI leader for the APAC region will help to shape the global agenda and the regional learning across small regions.

Karen: Yeah, we’re going to come back to that. It’s an interesting time, certainly here in the US, to be talking about DEI for some political reasons, which I don’t want to dig into too much, but I’m very curious as to what DEI looks like around the world. Which actually leads me to my next question, which is working in multiple markets for you, and how that global exposure that you have kind of informs your perspective in the work that you’re doing.

Aeton: So, I think in the fast moving consumer goods industry, you get to see many bouts of, you know, this dynamic fight across the world. And working across the different regions really have put me into perspective. Something that I thought was wildly unheard of was normal in other regions, and a practice that was normal in [unintelligible 00:03:24] turns out to be fascinating, you know, to me. I mean, just the simple behavior of how people can wash their hair or engage in sustainable practice can vary a lot. You know, when you compare from the Nordics to the Southeast Asia to the North Asia as well. So, I think we are so similar and different at the same time, and therefore, when we’re looking across market, is a different market, different focus, but the strategy has to fit with the culture of the people in the company as well.

Karen: You know, it’s so interesting. You say that about washing hair. Years ago, my husband and I actually hosted to exchange students from Hong Kong, and when they were here, they showered in the evening, and they asked us when we were showering, and we here in the US, we tend to shower a lot in the morning to get ready for our day. There’s a lot of, sort of, morning preparation. And these two young ladies were very sweet and very polite, trying to understand why we were comfortable getting into a bed that where we might be dirty. And then, so we had to have this entire conversation around the cleanliness of our sheets and our priorities of kind of cleanliness at night and our sleeping versus, like, getting ready for our day and waking up. And my husband and I were like, it’s so interesting just to have that global perspective for something as simple as our habits. Anyway, interesting stuff. So, let’s move on from that because that’s a little sidebar there—you know, some of the things that caught my eye about you, is how you’re using your work to really inform some strategic decision-making that is going on. And I think that people in those decision-making positions often have challenges on their minds about business growth and very high-level things, so it might seem a little different than what marketers might do. And so, speaking of personal care and all of that might be one kind of marketing decision-making, but there’s something different at play when it’s strategic decision-making. So, how do you kind of approach that type of consulting that you’re doing when it does inform strategy?

Aeton: So, I think I want to start from what’s happening at the top because oftentimes, you know, as the employees, we don’t really know what the board room does and what the top executive does. So, working backwards, I think my perspective of a board role is how the board can help the organization conform, perform, and transform an organization. And you know, there is a few different things that the board are addressing right now in this current landscape, which is probably, you know, what is the risk management, but also, like, how do you turn the risk into, like, a growth opportunity. That is one. The next one is, like, lapses in corporate governance, where, you know, the cases, like the recent UK post office scandal had been in the news recently, and this directly affect the company’s reputation management. One of the other would be the geopolitical risk is something that people are actively paying attention to, as it also plays a huge impact across operations, supply chain, and also the demand side. And I think where it comes from is that when you look at the board, they are looking at the huge levers, right? And at the board level, it’s really about what are the levers for risk management, as well as growth. And to deliver on the growth, there’s a few levers that they pull. Innovation comes in as one of the major levers, but it’s not the only levers out there, so I just want to acknowledge that, where, you know, there is M&A that’s coming in, and it’s also going to grow the organization a lot. But that’s it. I think innovation has a key role to play because the innovations of today could be the core of your products in the future, and that’s what you should, you know, future proof.

Karen: I love that. The concept of future proofing also is very interesting to me, and many of our you know audience members as well. That’s part of—you know, at Greenbook, we’re always focused on the future of insights, so of course, future proofing a strategy feels quite important. Critical, to say the least. So, now I’m asking this, sort of, next question with that lens of, what are some of the approaches that you find really helpful, effective, when doing that type of consulting? Are there research approaches that you specifically are suggesting, or are there frameworks that you’re recommending?

Aeton: In terms of, like, research approach, I would say that, you know, when we start at the top level, it’s an increasingly turbulent landscape in the world, right? Things keep changing, inflation, there’s climate change, and geopolitics, and the [fraud 00:08:17]—I don’t have to name all of them, but, you know, I think the question is, how can business fit their internal business strategy to the dynamic external forces in the environment to deliver. The most important is the superior financial performance, but as well as the non-financial performance. So, how do you do this between the business strategy as well as the external environment? I think, for myself, when I approach innovation, there is something that I’m playing with recently is about, like, innovation between the management as a system, as well as the governance, but that’s still, you know, like, a work in progress right now. But I think there is a point where, you know, in the organization, there’s perspective from the board, there’s perspective from the executive and middle management, and oftentimes they face mismatch in alignment. It could be due to, you know, differing focus and interest. It could be due to the complexity of the organizational structure, but ultimately it should have a point where the strategy aligns across all layers and functions of the organization and starts to drive this strong execution. So, while I don’t have an answer right now for you, I think this is something as a starting point for the audience to think about as well.

Karen: Excellent. Thank you. And I appreciate that honesty, too. I think that, again, it’s always interesting to be thinking about all of the different stakeholders higher up in an organization, you know, beyond the C-level there, you know? So, to think about board members in addition to that, I think this is all critical for our audience to be listening to, so I thank you. I want to talk a little bit about some of your work with emerging markets, right? So, you have some expertise in emerging markets. What are some of the either trends or things that you’re seeing that companies should be paying attention to, whether they’re in your region or in other regions of the world?

Aeton: I think there are some interesting trends that are well on the way to impact the landscape. I also think it’s interesting to look at how some of the potential trends might interact with each other. When we look into, for example, the legislation, in the region here in APAC, and at least across the world as well, it will be a key enabler to expedite the shift to even more healthy behavior. So, things like the nutritional grade has been appearing in emerging markets. Sugar tax is coming in as well, and these are some examples. But, when we start to see patterns with the tech wearable sector as well. People are increasingly putting on, you know, their wearables, and this helps them to track their health. So, there could be a connection point sometime in the future where, you know, where the wearable is also suggesting or recommending, like, what kind of health products to purchase, or how are they going to optimize their whole portfolio of products that they have? The other thing is, you know, we talk a lot about the ecosystem, the collaboration, and the partnerships. I think brands are also starting to play in other categories in emerging markets as well. We have Coca-Cola and the Oreo brand, they’re teaming up; Galderma and L’Oreal are partnering up; Unilever and Samsung are co-exploring as well. And a potential angle is, it helps to gain access to a broader pool of potential customers. We also have, like, an omni channel that also plays into the consumer demand for in-home experience. It’s part of the decision science, right? In emerging markets or consumer in Asia, we have a huge range of choice, but yet, we also need to help these consumers reduce the connective mental load to process their choice, as the convenience placed on consumers within the Asia Pacific are also demanding for delivery in, you know, like, in a week or less. And to meet this business, we need to re-look at the supply chain, and also reconfigure what’s needed while complying to, you know, sustainability practice, possibly through, like, [unintelligible 00:12:28] the green supply chain with the other business as well. So, I think these are some of the trends and insights that companies should be paying attention to.

Karen: I love that. And, you know, personally, I love having a global perspective because, in your brain, you can’t help but compare and contrast to where you are located, right? And so anyway, it’s really something that I would take this conversation in if I was a brand located here in the US, and I wasn’t working in global spaces yet, I’d be listening intently to what we’re talking about here. The perspective is valuable. So, let’s switch gears and go to this topic of DEI and speaking of a global perspective—again, staying apolitical because I don’t want to do that, so just being very clear on that—but one of the things that you are doing, and one of the things that stood out in your application, that, you know, was put in front of the judges, was your leadership in this space, kind of driving global DEI efforts and really working towards that. So first, kind of level-set us all about the DEI initiatives, kind of at the corporate level there in the Asia Pacific region, and then we’ll talk a little bit about some of the efforts that you have kind of spearheaded, and also what you recommend for organizations.

Aeton: Yep. So, I think when I was spearheading the DEI initiatives at the Asia Pacific level, I think the first thing to think about is that, you know, there is only so much time you have in the hot seat. So, you got to do it with both your head, your heart, and also your hands. And what the DEI that I’m looking at is the Next-Gen Employee Resource Group. It was established to connect associates from all organizations, backgrounds, experiences, across the organization to create this age-friendly workplace, inter-generation teamwork, and also shaping the multi-gen thinking in the future. So, it’s not just about, you know, how do we capture higher memberships, but it’s also about, you know, how do we engage with our younger associates, how do we relate to our younger associates with the older associates as well. And one of the initiatives we were looking at is, you know, the reverse mentoring. Now, I’ll tell you how this all came about. It comes about where we start to look at it from a value-creation lens. We realized that in the team, we realized that in this fast-paced world, we are all growing older. And along which we both need inspiration, from the younger ones and as well as guidance from the older people. For the fresher associates, maybe they have heard of this phrase like, there are a lot of locks in the world, but none of them are un-pickable. There are just locks that, you know, people don’t know how to pick yet. So, in this whole platform, you get to learn from colleagues and also get their guidance. And you know, some say that an expert is someone who has once made many mistakes in a very narrow field, and you learn from it. And so, you know, when these two people starts to come in together, I guess we’ll start to see, like, there’s a lot of sparks of inspiration, and it helps to nurture the whole innovative culture going on as well. For the older associates, I guess it’s more of you know, when I was speaking with the executive sponsor at the time, we felt that there is this thing about leaving your legacy. How do you want to be remembered? How do you want to leave your legend behind? And as organizations evolve, we need to prepare in such a way that today it works, but tomorrow it works, too. So, the is more of a platform where these experts can impart their signature thinking, and also learn from the reverse mentoring from the younger associates on the new trends, what is this perspective, and how do we put a spin on things? So, that’s basically the initiatives that we have.

Karen: I love the idea of reverse—as a mentor myself, I love the idea of reverse mentoring, and that is something that certainly here in the US, we should do more of. We do place a high value on, sort of, seasoned professionals and how they—

Aeton: Absolutely.

Karen: —can shape a career, I think, but there is something about the value that fresh thinking, new thinking, that a younger professional brings to the workplace, that I think is undervalued here. So, thank you for sharing a bit about that. I love that.

Aeton: Yes, and also, like, younger associates could have, like, some ideas out there that, you know, could potentially be a big idea. It just haven’t got the experience laid onto it. Yeah.

Karen: Yeah. Very nice, very nice. You know, another thing that you’ve done—and this is kind of in the context of helping Nielsen IQ Singapore—securing a “Company of Good” National Awards. So, talk to us about what that award is, and then how it came to be.

Aeton: Right. So, the “Company of Good” National Award is recognized at the Singapore level—so the whole nation—where they evaluate companies for what DEI initiatives they’re doing, how they’re pushing a business as a force for good. And I think Nielson IQ, in the Singapore region, managed to get [unintelligible 00:17:42] the award through fostering this commercial and nonprofit partnership. The whole story behind it is that, in 2019 we started, like—as a startup, right—within the community. We wanted to make an impact in where we work and where we live, and we strived not to limit ourselves by keeping in mind to, like, you know, this is an official opportunity, and this is, like, a non-official opportunity. I think it’s open to all. And what we learned over time is, you know, to be creative, and that’s what most organizations can do about it. Skills-based volunteering was a key initiative. So, for example, during Covid, we leveraged our strength in terms of presentation, and we conducted virtual class with the Autism Resource Center in Singapore, where we teach, you know, these students, these special needs on how to elevate themselves in terms of presentation when they go out to the workplace. We also open our doors to reach out to partners across various causes, and where we felt limited, we extended the partnership. So, one of the initiatives that we did was, last year was our hundred years. So, we did a hundred initiatives for the whole year. Basically, these volunteering efforts are sustainable because they empower the beneficiaries long-term, as well.

Karen: Yeah, so that’s an excellent practice, and it is doing a lot of good in the world. And I’m sorry, I just had to take a pause at, like, a hundred initiatives. That’s significant in the course of a year. My mind was doing math, saying 365 days, a hundred efforts. So, well done.

Aeton: Thank you.

Karen: Talk to me a little bit about the advice you would give to organizations who would like to do more of that, whether there’s, you know, a national award or not. What’s some advice you have for how they can maybe foster some of those commercial nonprofit partnerships?

Aeton: I think the first thing that I would advise is, you know, if you are into it, you have the energy, you have the drive, you have the passion, go and just make the connection. Just start asking people about, you know, you want to help. Where can you help? And I think when you start to do that, you realize that, more often than not, organizations are more than willing to receive your help. And as you start to get together in a group, a team, and you go forth to the organization, you realize that there are more opportunities that you can collaborate and partner up. It doesn’t have to have things like a budget, you know? Sometimes it’s just about skills-based volunteering as well. And I think that’s where us as insight practitioners can come in because we have a lot of these kind of skills that the industry needs out there, but you know, we just need to reach out.

Karen: Yeah, and I think that the default for a lot of researchers is that, oh, we can do research, but it’s so much more than that. It’s, sure you can do research, and also you can, as you mentioned, teach presentation skills, or, you know, you can teach, potentially, you know, interpersonal dynamics at work, or hiring practices, or you know, there’s a lot of different skills, creative thinking—

Aeton: That’s it.

Karen: —or, you know, gosh, even some critical-thinking skills. These skills are important to put out there as well, that we develop as professionals in, kind of, the business world. So, I loved that example. So, let’s talk a little bit more about you also as an individual because one of the things that you’re doing is, you know, pursuing advanced education. Or, you know, I think it’s called INSEAD Education, Executive Education. So, it’s a leading business school—not one that I’m familiar with, but in your region, it’s renowned—in business strategy and financial performance. So, talk to me a little bit about your decision to pursue that type of educational path, and then also, you know, what’s resonating with you in your learning?

Aeton: Right, so I think one of the things that caught up to me as I went for the course is that, you know us as researchers, we only talk about the marketing side of things, and usually that is a little bit of strategy, but then also a lot of, like, the tactical executions and the adjustment, the fine tunings. But then really, at the top, when you go up, what are the, you know, key decisions that need to be made? What are the key levers that needs to be pulled? And there is one aspect. The other aspect is, you know, coming from just out of the board education, you know, board perspective have a different view versus what the executive have. And oftentimes because their job is different, there might be a mismatch in alignment, but yet you realize that at the end of the quarter or the end of the year, it all aligns with the financial performance, as well as the non-financial performance. So, how then do you use this tool to align across the organizations, the functions, and the levels, what is the business strategy? So, I think that was what appealed to me to go for the course. And that was what the Dean of INSEAD, [Peter Zemsky 00:22:57] was talking about as well, how to develop this [unintelligible 00:23:02] for superior financial performance and non-financial performance.

Karen: Neat. And so, what are you finding? Are you finding that your learning is quite actionable already, or is this, sort of, thinking for the future? Like, what’s resonating with you right now?

Aeton: Right. So, I think it’s preparing me for the future as well as, you know, these kind of skills would help you to align through the organization. But also, there is this practical work in the course that talks about, you know, use your company as a case study, get the financials and, you know, analyze it, and apply your learnings to it. At the end of the course—I think it’s a seven week course—you get to bring it back home, and see if, you know, it can impact your organization as well. So, that’s one thing I’m working on this.

Karen: Yeah, cool. Very cool. So, you’re also kind of currently an advocate for corporate governance and sustainability. So, in addition to all of that DEI that we’re talking about, you’re an accredited board director at the Singapore Institute of Directors. First of all, explain what that is [laugh].

Aeton: Right. So, the Singapore Institute of Directors is a national body that has been accrediting board directors for quite a while. Basically what it does is that equips people who are aspiring to be board with an accreditation and also an education on one of the different areas. So, it could be, like, governance, it could be financial reporting, sustainability, but also about risk management, right? What are the different areas of risk, how do you mitigate, and then, what is your stakeholder engagement practice as well? So, that’s happening over there. And an accredited board director would be qualified or eligible to sit on a board for listed company in the Singapore stock exchange.

Karen: So, you are specifically focused on, you know, kind of the importance of corporate governance and sustainability. Why those two things in particular? Start with corporate governance.

Aeton: I think in terms of governance, we know that strategy can only bring you so far, and when it comes to, like, corporate governance, I think it’s really about being a sounding board to the executives in the organization as well because they might have a strategy in their mind, and you know, they might not know what’s out there, how the market is performing, or is there an inspiration from another industry that could help them to grow? So, I think, as a board, looking at the governance, it’s ready to be a sounding board. It’s ready to make sure that the company is complying as well to deregulations, making sure that fraud doesn’t occur, or is there any financial risk that should be taken care of. All of this is to make sure that is happening on track. When it comes to sustainability. I think it’s an emerging topic, and it’s really important. When I was—actually back in 2021—when I was just looking at the Davos that was happening this year, I got reminded of Davos in 2021. David Attenborough was speaking, and he was talking about how climate change all boils down to just one number, which is the carbon emission number. At the end of the conference, you know, when the world leaders are there and they allocate their resources and all, it’s really about how have the trend in reversing, and you know, how companies can help push this trend. So, I think sustainability is coming up. It is being structured more and more recently as board members are looking how the reporting standards are changing from the ISSB and to factor in the mandatory climate reporting for certain company in different phases. Board are also aware that investors also look at sustainability factors before deciding, and they are also being trained on the sustainability reporting requirements. At the broader level, I feel that there are milestones being planned and mapped out for the next few years. So, it’s really about how companies would comply and would help to contribute to the whole climate change.

Karen: Mmm, yeah. It’s a topic that has been very central at our IIEX Europe event, actually. We’ve had full tracks for sustainability issues that insights professionals have been leading the charge there. So, it’s interesting that we’re talking about it with your perspective right now. It is a smaller part of the conversation at the insights professional level here in the US, although in corporate governance, it is certainly present. So anyway, I’m pleased to hear you speaking about it as well. That’s important.

Aeton: Yep, that is important.

Karen: Yeah, let’s switch gears just a little bit because one of the other—I want to be mindful of time, and one of the other areas where you have expertise is around luxury market trends. You know, again, you have this sort of diverse range of things that you are becoming quite the expert in,m but let’s just kind of talk about that real quick. What aspects of some luxury brand strategies do you think others can learn from that you’ve seen out there? Kind of, what’s happening as the luxury market evolves? What are you noticing?

Aeton: I think it’s a good question. When in luxury, you kind of step into almost a different world. As much as you know, beauty is in the eye of the beholder, luxury is a matter of perspective, and it’s very personal to the people involved. It should also deliver functional value, but also strong emotional value. So, while not all industries can completely follow this perspective change, I think there are a few insights that business leaders can learn from. Initially, as new brands are judged more through their functional benefits, as brands mature, actually, consumers will start to associate these brands with emotional benefits, and therefore that translates that resulting emotion into a price that they are willing to pay. And subsequently, as a result of this, luxury tactics are being formed, touching on quality, scarcity, you know, brands, through control channels, with personalized service, with pricing, and also giving the experiential reward. So, that’s just a little bit of the luxury landscape that I see.

Karen: One of the questions that I have is, in the context of the Asia Pacific region, what do you know about, kind of, the global nature of the luxury market? Do you find it more predominant where you are versus other areas of the world? Like, what have you learned about that?

Aeton: Right. I think luxury, when we start to look into the different regions, it’s flowing more towards Asia Pacific region because Asia Pacific is going to form a majority of the consumer population, and I think luxury is also rising in Asia Pacific as the massive economic segment rise [unintelligible 00:30:19]. So, I can speak about a few trends in this region, as well as globally. I can speak about the digital transformation around e-commerce. So, to begin with, I think the luxury sector, you know, it didn’t adapt well to the e-commerce because it’s based on an whole idea of exclusivity, right? You want to have it in certain stores where you can go to, and it’s exclusive. But when it starts to be on the internet, on e-commerce, it starts to be well accessible to everybody. But that’s it, because we realized that, you know, e-commerce will also represent more than 1/3 of the luxury sector sales by 2030—study by [unintelligible 00:31:04]—if not more, so it’s an important segment, increasingly, for us to get into today. And consumers would often choose, you know, to discover new collections online, they want to reserve the products, and then maybe they want to try them in the stores. So, I think in the future, it’s about offering them this fluidity, going to offline as well as online; and online, how do you come back to offline while still maintaining the high standards of service, excellent as well.

Karen: Thank you. And, you know, I’m sitting here thinking, we have to wrap and we’re talking about these trends. We’re talking about digital innovation and the luxury market. We’ve talked about some emerging markets. One of the questions we always ask is, you know, what is your take on the future of insights? For you, I’d actually like to layer it and say, you know, there’s the future of innovation as well. So, in your point of view, what do you think the future is holding for the professionals, the insights, professionals that are focusing in innovation, or innovation, professionals who are focused on consulting. What do you think is coming?

Aeton: So, maybe I’ll take a step back and say, you know, when the insight profession was in its early stage, there was the human intellectual advantage of computation, right? As the profession grew, there emerged the human intellectual advantage of storage because when you store more data, you can see a pattern. Into this age where machine and genAI are both computing and also storing the data more effectively than we can, I think us as inside professionals start to shift the perspective towards the next human intellectual advantage, which is thought leadership. And thought leadership would help us to not only utilize the data, but also help to inspire organizations on things that are emerging, but not quite there yet, not in the data storage. And this goes into different directions where they can help organizations to experiment and to act on the data as well. Now, on the other hand, I know that organizations out there would have also start to work on, you know, their own internal data, knowing their business more, so they would have also matured in understanding their own data, and accordingly obtain an internal mastery of these operations. Now agencies, on the other end, will start to bring across valuable outside news, and this would help to spark discussions accordingly. I see the future of innovations more as in decision-centric because there is where you have a lot of data, and increasingly, as organizations start to learn, this is how you do, this is what to do, you can start to build that decision muscle in the organization as well. And that could be the future of the innovation.

Karen: Yeah. And I think that is probably not just for your region, but ours as well. Building that decision-making muscle is a big deal, and certainly what many, many leaders need help with. So, thank you for that. Again, we’re about out of time, but is there something that you had hoped that I had asked or circled back to that I did not get to, that you really want to share?

Aeton: Thank you for asking. I think you’ve covered a comprehensive range here in this conversation. Perhaps one aspect is about the alignment of, you know, a systematic view between innovation, management, and governance. It’s something I’m working on. I just want to share a teaser out there.

Karen: Very cool. Okay, well, thank you so much for that. Aeton, where could people find you online if they wanted to connect with you?

Aeton: So, you can find me on LinkedIn. There is also a website that I have, aetonlim.com, and I will also be speaking at the IIEX Europe event in Amsterdam, on the 17th and 18th of June.

Karen: Excellent. I’m so glad that we will have you there. And congratulations again on earning a spot on the 2025 Future List—

Aeton: Thank you.

Karen: —and it was a pleasure to talk to you. Thank you for joining me, especially at this time of day [laugh].

Aeton: Thank you. Thank you. It’s been a pleasure spending the time with you.

Karen: Great, great. And listeners, that’s our show for today. Many, many thanks, of course, to Aeton for joining us, but also to you, our listeners. I want to thank our team and our audio editor, Big Bad Audio. Thank you, all of you, for contributing to this show the way that you do. We appreciate you and we’ll see you next time. Bye-bye.