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SR 2020
US Special Edition

I
t is every couple's dream to
become parents but the road to
success is not that easy for all
of them. But statistics show that
one out of six couples experience
the problem corresponding with.
Infertility is affecting more than 80
million people around the world
consisting primarily of young pop-
ulation accounting to around 10-15
percent having problems with the
ability to conceive and give birth.
For such couples, science has
opened many avenues which could
be strongly considered as a 'bless-
ing in disguise’. One such treatment
is In Vitro Fertilization or IVF as it
is commonly referred to as. Assist-
ed reproduction techniques have
very quickly improved and many
families have been able to achieve
their dream of becoming parents.
Institut Marquès is one of the
top moan integrated centers with
a well-established, internation-
ally-recognized reputation in the
field of Obstetrics Gynecology
and Assisted Reproduction, ac-
credited by the Spanish Healthcare
Authority to perform all Assisted
Reproduction techniques allowed
by the current legislation. Every
year, hundreds of patients visit
Institut Marquès from abroad hop-
ing to achieve a pregnancy, mainly
through In Vitro Fertilization with
egg and/or semen donation.
Institut Marquès is headquartered
in Barcelona with additional offices
located in the UK (London), Ireland
(Dublin and Clane), and Italy
(Rome and Milan).
The Provenance of Insti-
tut Marquès
With more than 95 years of history,
Institut Marquès, the fourth gener-
ation of gynecologists of the Mar-
quès family, continues to deliver
stunning results. Nowadays, it has
become an international reference
for Assisted Reproduction. Leaders
in excellence-based medical care,
Institut Marquès treats patients
from more than 50 countries. The
center has a broad portfolio of ser-
vices and obtains the best success
rates, reaching 91 percent per cycle
Dr. Marisa López-Teijón
CEO
Our Main
Motivation is to
Help Families
with Fertility
Issues; to Fulfill
their Dream of
Parenthood:
Institut Marquès,
Dr. Marisa López-
Teijón CEO
“Institut Marquès carried out several
studies on sperm quality and has an An-
drology Unit specialized for male infertil-
ity.”
The Ardent Visionary
Behind the Triumph of
Institut Marquès:
serves as the Chief Executive
Officer of Institut Marquès. She
appears among the top 10 percent
of the most influential research-
ers in the world. Dr. López-Teijón
is one of the most internationally
recognized scientists in her special-
ty, awarded at Harvard University
(USA) for her studies on fetal hear-
ing and recently awarded as ‘Best
Physician of the Year’ in Assisted
Reproduction in Spain.

“Patients using Embryomobile have achieved better pregnancy rates,
demonstrating the positive impact of emotions on the outcome of
assisted reproduction treatments”
in In-Vitro-Fertilization treatments
with donor egg. Moreover, Institut
Marquès specializes in special hard-
ship cases of patients with fertility
issues (those who have previously
undergone several cycles without
success).
The center has the added value of
being a reference in both the study
of male infertility and in Preimplan-
tation Genetic Testing (PGT). Institut
Marquès has also its own sperm bank
and a broad donation program of
oocytes and embryos.
Furnishing Guaranteed
Transparency through
Technology
Institut Marquès keeps on devising
the most advanced technology for
reproductive medicine in order to
achieve parents’ dream of having
a baby. The center has developed
Embryomobile, a pioneer application
that allows parents to follow up on
the evolution of their embryos online
and in real-time. This is an example
of transparency and quality that pa-
tients greatly appreciate.
Embryomobile also allows parents-
to-be “access” the In-Vitro-Fertil-
ization laboratory and watch their
embryos live from home or anywhere
else. Patients using Embryomobile
have achieved better pregnancy rates,
demonstrating the positive impact of
emotions on the outcome of assisted
reproduction treatments.
Specialists in Treating
Male Infertility
It is estimated that the male factor
(male infertility) is associated with
more than 50 percent of cases of
conjugal infertility, in 30 percent of
cases, the male factor is the only re-
sponsible party, and in the remaining
20 percent, it appears combined with
a female factor.
Keeping that in view, Institut Mar-
quès carried out several studies on
sperm quality and has an Andrology
Unit specialized for male infertility.
It conducts various researches on
the relationship between environ-
mental toxins and low male fertility.
The Male Fertility Unit is one of the
services that differentiate this clinic
from its competitors.
Music: Forever Present at
Institut Marquès
Listening to all kinds of music encour-
ages early brain development in the
fetus because music facilitates neuron
connections in the brain. Institut Mar-
quès is developing an important line
of research about the effects of music
at the beginning of life. In all its lab-
oratories, the embryos are exposed
24/7 to musical micro-vibrations in
the incubators, because it turned out
that music increased the rate of in-vi-
tro-fertilization by five percent. Other
studies conducted by the firm have
revealed that the fetus is able to hear
from week 16th of pregnancy (when
it measures 11 cm), only if the sound
reaches it from the mother's vagina.
To carry out this clinical trial, it has
created a special device (Babypod)
that can emit music or voice from the
interior of the vagina. The fetus re-
sponds to the sound with mouth and
tongue movements. Babypod is the
only device that allows the mother to
communicate with her unborn baby.
The device’s use during pregnancy
has important medical applications
such as discarding fetal deafness or
facilitating ultrasound scans; because
by stimulating the movement of the
baby, the fetal structures are more
clearly shown on the screen. These
studies were awarded at Harvard
University with the ‘Ig Nobel Prize for
Medicine’ — the first awarded in the
category of Obstetrics in the 27-year
history of the award.
The Embold-
ening Initiative: Embryo
Adoption Program
Institut Marquès launched this
initiative in 2004. Embryos that are
not transferred remain under the
custody of the clinic when the par-
ents do not want to decide on their
destination. Therefore, the center
decided to offer them in adoption
to its patients. In accordance with
the Spanish law, the embryos avail-
able under this program come from
healthy parents, under the age of 35,
who have successfully undergone an
In-Vitro-Fertilization treatment and
who no longer want to have more
children. During the 15-year life of
the program, in 2019 patients from
124 different nationalities attended
the Institut Marquès' centers. It is one
such clinic in the world where more
embryo adoptions take place.
Dr. Marisa López-Teijón, CEO of
Institut Marquès, explains: The
adoption of embryos was launched to
give the embryos frozen in our center
a possibility to live. From the begin-
ning, the response has been exciting
because of the social acceptance, the
support offered by different groups
and the enthusiasm with which women
from all over the world come to us to
adopt them. There are fewer interna-
tional adoptions of children and more
international adoptions of embryos.
Behind each case, there is a special
story, either of many failures in previ-
ous treatments or having given up the
possibility of being parents. SR
3

‘I Want to Establish Sandler as the First Place
People Go When They Want Sustainable Re-
sults’: David H. Mattson
Sandler Training
“Salespeople and sales managers are made, not born. Sandler provides the framework of best
practices to help individuals succeed more quickly and avoid decades of trial and error.”
I
n today’s extremely competitive
business environment, having any
edge over the competition is ad-
vantageous. An empowered, effective
sales leader is a crucial component
in the success of any company or
business. One of the most important
tools that a company can have to
ensure they stay one step ahead is
a strong leadership and sales team.
It is extremely important that your
company is making the right training
investments.
Sandler is a world leader in inno-
vative sales, leadership and man-
agement training. For more than 50
years, Sandler has taught its distinc-
tive, non-traditional selling system
and highly effective sales training
methodology, which has helped
salespeople and sales managers
take charge of the process.Sandler’s
training is designed to create lasting
improvement rather than the moti-
vational “quick fix” typical of many
seminar-based training programs. To
help clients accomplish their goals,
Sandler provides “reinforcement
training,” a system that combines
quality materials along with access
to ongoing training workshops and
individual coaching sessions.
The company was founded in 1967
and is headquartered in Owings
Mills, MD.
David H. Mattson: Inter-
view Highlights
Can you brief us about the
history of your company?
In 1967, David Sandler, founder of
Sandler Training, realized that the
traditional sales model was broken.
Feature and benefit selling, discount-
ing, and high-pressure tactics had
led to a downward spiral, and sales
people were one of the most hated
professions, alongside lawyers and
politicians. That is when he realized
both sales people and prospects, too,
deserve respect. So he set out to de-
sign a better methodology based on
behavioral psychology that worked
for both parties. That is how San-
dler, a revolutionary sales training
program for businesses of every size,
was started.
What were the biggest ini-
tial hurdles to building your
business and how did you
overcome them?
The two biggest business hurdles
we faced in the early years were
changing our image in the market-
place and unifying the channel. Early
The Ardent Visionary Behind the Triumph of Sandler:
David H. Mattson
David H. Mattson serves as the President and Chief Executive
Officer of Sandler. He has a 30+ year history of success with the Sandler
organization. Mr. Mattson is a best-selling author, sales and management
visionary, and leader of the world’s largest professional development orga-
nization. He is recognized as one of the world’s leading experts in sales
and leadership, contributing to books, blogs, podcasts, conferences, round
tables, and research around the globe. He is a powerful writer and an en-
gaging keynote speaker. For more information visit www.Sandler.com.
David H. Mattson, President Chief Executive Officer
4

on, our channel helped us reach a
certain point of recognition and a
certain point of success. But that
channel also proved to be a poten-
tial Achilles’ heel, because a group of
disconnected franchisees could not
be united in its messaging, or totally
efficient in converting opportunities.
We were like a bunch of lifeboats
drifting on the ocean. But consider
how a school of fish escapes a shark:
they all band together. They lever-
age the power of united action. And
that’s what we had to do as well –
leverage the power of our network.
We decided to create a unified busi-
ness strategy and guide the channel
to act more effectively as a brand
ambassador. Once we acted on that,
we attained more prominence via
social media and gained more pow-
er in our promotional efforts. We
now have a single web site, a single
voice, and a single strategy that we
pursue in support of our franchisee
network. But to get there, we real-
ized that the ‘we’ had to be greater
than the ‘I’.
What is your greatest fear,
and how do you manage
fear?
The pace of technological change is
beyond anyone’s control, and that
can sometimes be a little daunting.
Our traditional competitors are re-
ally non-issues for me. But I am now
competing against platforms that do
not incorporate any human contact
and are strictly technology-driven.
You need to be ready to think
creatively and to establish different
contingency plans for responding
to what is happening in the mar-
ketplace– to identify the most likely
scenarios, even the scary ones. You
put a plan into action and if a bad
scenario turns out to be accurate,
you’re prepared. And if it doesn’t
come to pass, you’re pleasantly
surprised.
What other leaders do you
look up to and why?
Tom Schodorf and Bart Fanelli–
each of whom was part of the ex-
traordinary success story at Splunk.
I also look up to Mark Roberge,
who helped lead HubSpot to where
it is today. He currently teaches at
Harvard.
The leaders I admire are the ones
who are the real scientists of this
industry, the ones who have the
discipline and the focus to put their
process into action in an uncompro-
mising way — and without being
arrogant. These three delivered, and
the results speak for themselves.
Tom took a company from $30
million to $1.2 billion in five years.
Extraordinary! And it happened be-
cause he is one of those people who
leaves absolutely nothing to chance
and simultaneously inspires others
on a very deep level.
What do you think is the
most memorable moment in
your career?
We hold an annual user conference,
the Sandler Sales and Leadership
Summit. Every year, without excep-
tion, that experience brings me to
a new personal level of amazement
about the power and impact of what
we do. Our Summit connects us with
people who are deeply impacted by
Sandler– professionally and per-
sonally – and to hear them speaking
about us and the impact of Sandler
in their lives is an incredible expe-
rience.
If you had one piece of advice
to someone just starting out
what would it be?
If you’re leading the company, you
need to have enough self-awareness
to know when you should get out of
the way. Recognize the things you’re
not good at, and don’t pretend that
you are. Sure, you can try to do
everything, but it’s going to take a
lot of energy, and you’ll inevitably
find that there are important areas
where you really need help. Stick to
what you do best and hire for those
areas where you need help.
What do you hope to accom-
plish in the long run?
I want Sandler to be seen by any and
every revenue-facing individual as
the most innovative and effective
training and development company
in the world, by virtue of its tools,
guidance, and training. I want to
establish Sandler as the first place
people go when they want sustain-
able results.
Currently, our industry is fragment-
ed and in flux because of continued
buyouts. No one has stepped up to
say: “This is my space.” But we’re do-
ing that. As of now, we pretty much
own the SMB marketplace – and I
want to own the enterprise market-
place, as well. So that’s the goal.
I want Sandler to be seen by
any and every revenue-fac-
ing individual as the most
innovative and effective
training and development
company in the world, by
virtue of its tools, guidance,
and training.
“
“
5
SR

W
ith China’s growing eco-
nomic might, is Mandarin
becoming the preferred
language of business? Not anytime
soon, says a newly released study.
Instead, English will maintain and
grow its dominance, moving from
‘a marker of the elite’ in years past
to ‘a basic skill needed for the entire
workforce, in the same way that liter-
acy has been transformed in the last
two centuries from an elite privilege
into a basic requirement for informed
citizenship.’
In light of the foregoing, we’re
pleased to present Active Centre of
English Training or ACET.
ACET is Cork’s first English language
school and one of the first English
language schools in Ireland. The
school is managed by the founding
family. The team consists of three
directors, a team of seven office staff
and 15 full-time teachers with many
more part-time teachers in the
peak season. The school is located
in one building with a capacity for
100 clients throughout the year and
three centres in the peak months of
summer season. Due to a growth in
business and popularity in 2019, the
school will proudly be introducing a
4th centre in summer 2020.
Odile Migieu: Interview
Excerpt
Our language school, ACET, was es-
tablished in 1975 by Odile Migieu —
it was the first in Cork and, in fact,
one of the first in Ireland. Today, it
is the oldest remaining language
school of its kind in Ireland. It is a
true family business, started by me
and then my husband, Pat Coade,
who joined as a business consultant
in the 1990’s, and now run by me
and our devoted team. Since 1975,
ACET (originally Cork Language
Centre), has grown from a one class-
room school on McCurtain Street to
a three-center academy that is well-
known and respected throughout
the world.
There is nothing more
important for a success-
ful small business than a
well-defined mission and
vision statements. Can you
explain your MV state-
ments in brief?
The goal of ACET is summed up in
the mission statement, which is ‘to
provide English language training to
a level above international standards,
exceeding customers’ expectations
and ensuring that superior perfor-
mance associated with quality is our
normal behaviour in an environment
of continual improvement’. Our
core values are customer service,
professionalism, teamwork, and
profitability.
ACTIVE CENTRE of ENGLISH TRAINING Active Centre of
English Training:
Cork's First and
now its Leading
English Language
School
“We encourage our teachers to investigate teaching and
learning so as to improve their own and their students'
learning.”
Odile Migieu
Founder CEO

Our aim is to improve student expe-
rience by identifying areas of good
practice and those requiring further
development. Key factors considered
include experience in class (quality of
teachers, teaching and student prog-
ress in developing language skills) and
experience outside of class (social life
and activities and support services).
What is your greatest fear, and
how do you manage fear?
I worry about the changes in environ-
ment of learning and the future for the
younger generation. Will students/
clients still want to learn English in a
native country or learn from internet
classes? We just need to keep up with
changes, come up with new ideas, and
engage with new interests.
‘It is difficult to start a ven-
ture, but far more difficult to
maintain it.’ How would you
and your team interpret this
saying?
Our main goal is to continue to provide
English Language training to a level
above international standards in a
positive and inclusive client-centered
environment, with a range of support
services to enable our clients to im-
prove their English and enjoy their stay
in Cork and Ireland. All our team is giv-
en the support and authority necessary
to maximize the level of client satisfac-
tion. We embrace the responsibility for
the social, economic, and environmen-
tal impacts of our activities.
If you had one piece of advice
to someone just starting out,
what would it be?
My advice for a successful business
idea is passion and knowledge of the
industry. Passion will consistently drive
you to improve your process; there-
fore, business. Passion will move you
forward, but knowledge will point you
in the right direction. Conduct market
research on your industry and talk to
target customers to find out your busi-
ness’s potential. Reach out to profes-
sionals that can help you with certain
areas of business, such as financial
advisors and other language schools.
That way, you can be confident about
the direction you’re headed and sustain
the momentum you need to get there.
What do you think is
the most memorable
moment in your ca-
reer?
I was honored with “Busi-
nesswoman of the Year”
award in 2019, which I con-
sider as one of my memora-
ble moments.
What are your future
focus areas?
Technology is changing the
face of business and educa-
tion such as platform learn-
ing, interactive whiteboards,
online classes etc. Emerging
technologies offer the ability
to improve customer expe-
rience by learning from the
data that can be captured.
We will develop strategies
to stay ahead of the change
curve.
Meet the Charismatic Founder and CEO: Odile Migieu
Odile is the Founder and CEO of ACET. She studied MA in French Literature and settled in Ireland in
1972. In 1975, she founded ACET and since then the school has grown in size and reputation. She also loves
developing new courses and services and encouraging her team to participate in new projects. This reinforc-
es the sense of belonging,which is so important at ACET. In her free time, she enjoys walking and trekking as
well as gardening and reading.
“Our main goal is to continue to provide English Language training to a level above inter-
national standards in a positive and inclusive client-centered environment, with a range of
support services to enable our clients to improve their English and enjoy their stay in Cork
and Ireland.”
SR

I
n a rapidly changing business environment, it is impossible
for most of organizations to create and always update unique
custom-designed software catering to all its requirements.This
is the scenario across the globe and to help businesses, informa-
tion technology firms have designed and developed ERP software,
helping businesses simplify these procedures and technologies. ERP
(Enterprise Resource Planning) is a high-end business process man-
agement software for manufacturers and distributors that integrates
all data and processes of a business. It is used by organizations to
manage all aspects of their manufacturing or distribution business.
SYSPRO provides highly scalable ERP solutions in cloud, on-premise,
and via mobile deployment models for more than 15,000 manufac-
turing and distribution companies in over 60 countries. The organi-
cally-built solutions offer a modular format on an integrated, contex-
tual architecture with easy-to-use and flexible interface that allows
smaller-sized businesses to implement gradually and larger ones to
grasp the complete suite of vertical market-embedded features and
SYSPRO: Simplifying Business Com-
plexity for Manufacturers and Distrib-
utors through Industry-Built ERP Soft-
ware
“SYSPRO aims to be the heart of our customers’ businesses, and to help them
demystify digital transformation.”
“We have always valued relationships
over transactions, positioning SYSPRO
as a customer-centric organization that
will drive growth cohesively through our
partners.”
Geoff Garrett, CEO
Geoff Garrett:
A Visionary Leader
Geoff Garrett is Chief
Executive Officer of SYS-
PRO USA. An accomplished tech-
nology and enterprise software
leader, Geoff has over two decades
of experience in driving accelerated
business growth. Under his direction,
SYSPRO USA has reinforced a customer
and partner-centric approach.
Geoff is an established expert in improving
sales performance and implementing a stra-
tegic vision for some of the world’s largest and
most significant organizations. He was first intro-
duced to the SYSPRO Group in 2016 as the Acting
Global Chief Sales Officer. In this role, he was re-
sponsible for restructuring the overall global strategy,
direction, and financial performance of the company. He
also designed SYSPRO’s successful global partner pro-
gram, called PartnerUP. With successful global execution,
the program further positioned SYSPRO as a leader in the
ERP industry.
8

functions.
Geoff Garrett: Interview
Highlights
SYSPRO is an industry-built Enter-
prise Resource Planning (ERP) solu-
tion designed to simplify business
complexity for manufacturers and
distributors.
SYSPRO’s strengths lie in a simpli-
fied approach to technology and a
commitment to both customer and
partner success. Over 40 years of
solving manufacturing and distri-
bution business challenges is built
into our flexible ERP software and
proven services. SYSPRO is easy
to do business with and is focused
on delivering increased business
performance and reduced risk. The
SYSPRO software solution aspires
to exceed customer requirements, is
highly scalable, and can be deployed
on-premise, in the cloud, or ac-
cessed from a mobile device.
What is your company’s
MV statement?
At SYSPRO USA, we operate on a
foundation of the following core
values: honesty, faith, love, integ-
rity, and family. These values were
defined by members of the SYSPRO
team to truly capture what it means
to be part of this organization. We
have always valued relationships
over transactions, positioning SYS-
PRO as a customer-centric organiza-
tion that will drive growth cohesive-
ly through our partners.
What were the biggest ini-
tial hurdles to building your
business and how did you
overcome them?
Change management. As the new
leader for SYSPRO USA, I needed
to work hard to create a belief in
our company’s future potential
and to also manage expectations
along the way. We overcame this by
first implementing a value system
to instill trust as a fundamental.
Second, we encouraged the entire
team to participate in how they will
help us make the vision come to life.
We invested in understanding the
strengths and weaknesses of our
people and investing in them.
What is your greatest fear
and how do you manage
fear?
Fear of the unknown. Basically, fear
of failure because we didn’t know
about or couldn’t anticipate what
was to come. I’ve learned to miti-
gate this risk by instilling a manage-
ment style: teaching what metrics
bring value, what’s relevant, and
how to be proactive. There’s that
old saying that rings true: “If you
can’t measure it you can’t manage
it.” But we can make the future
predictable. When you measure
the right thing, you are getting
actionable insight as opposed to just
information. As leaders, our man-
agement style needs to be open-
ness and honesty of where we are
as a business. I hope to teach and
empower our team in order to bring
value to these relevant insights.
‘It is difficult to start a ven-
ture, but far more difficult to
maintain it.’How would you
and your team interpret this
saying?
The team you have in place is
everything. You cannot truly build a
business without the right team as
the foundation. Without the right
people, the right attitude, and the
right values in place, businesses
ultimately fail. I am grateful and
quite fortunate to lead a talented
team that believes in our mission
and vision. They help drive SYSPRO
forward.
What would you say was
the single most influential
factor in your
business’ success?
I can’t narrow it down to just one as
I believe the following three points
are equally as important:
• Ethics
• Attracting the right talent
• An attitude of nothing is impos-
sible
What other leaders do you
look up to, and why?
Jim Rohn -- he was inspiring,
honest, and was a God-led man
who changed many lives. And Peter
Drucker -- he taught that under-
standing business was easy. It is
understanding people that is the
secret ingredient for success.
What are your future focus
areas?
We seek to shift SYSPRO from tra-
ditional product and ERP thinking
to a focus of demystifying digital
transformation for our customers.
If you had one piece of ad-
vice to someone just starting
out, what would it be?
Failing is learning. Never give up
and don’t be discouraged by a few
bumps in the road. It’s all part of
the process as success doesn’t come
easily.
What do you hope to accom-
plish in the long run?
I aim to create a company cul-
ture where the best talent in the
world wants to work at SYSPRO;
to be recognized as a business that
succeeded through honesty and
integrity; and for SYSPRO to be the
ERP specialist known as the innova-
tive leader in technology for Smart
Manufacturing.
9
SR

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