Genesis is a luxury skincare and cosmetics Company with operations in London, Hong Kong and Singapore. The company was founded in 2007 and is one of the leading retailers in the luxury skin care industry with locations globally as well as in Marina Bay Sands and Mandarin Gallery and has been awarded by HR Asia as one of the Best Companies to Work for in 2014 at a prestigious event held at Resorts World, Sentosa alongside contenders like AIA, Coca-Cola Singapore, Mandarin Oriental and the Fullerton Heritage Singapore.
Born in Singapore in 1988, Mr. Ori Leshem began his career at early age, providing executive leadership from sales associate to Area Sales Manager to Sales Director to CEO-Singapore for sales grown over 35% over $14 million in luxury beauty product in Singapore retail.
As an accomplished and visionary Leader, he oversees operations and strategic direction with full responsibility for bottom-line factors, including long range planning, global product management, warehousing & logistic processes and personal coaching and mentoring associates, while re-defining the organisational structure. Spearheading his vision, strategy, and execution of global business operations, he develops and implements strategic marketing plans, established marketing and sales objectives and prepared company-wide sales forecasts.
Leshem rode on his strategic planning, product marketing management, domestic and international experience in operations, P&L oversight, multi-channel product distribution, and marketing involving both start-up and growth organisations. He demonstrates dynamic acceleration in demanding environments while remaining pragmatic and focused. While continuing to aid in the growth of Genesis Retail, Leshem’s immediate priority has been to empower and enable Genesis team to bring the business up to a standard from which we can confidently seek out opportunities to better serve our customers and grow the organisation. As it is in the heart and soul of Genesis Retail’s beliefs to “Share happiness and change lives through the best products and services in our industry as a family”.
Leshem also strongly believes, “Entrepreneurship is about maniacally managing and taking risks where you see the opportunity to make a positive difference. To understand and connect to the idea that there will always be challenges to face, but to maintain consistency and drive towards your end goal and what you believe you can create.”
“Everyone brings something different to the table. Some more talented in specific areas than others. That is why each person is different, had it be that we were all the same, nothing would be accomplished. This is what it means to find each and everyone’s individual talent. When you find such specific talent, it is important to understand what drives their abilities, because, without one’s drive and determination, talent becomes obsolete.”
Rather than fear the future and how automation may change work, this should be looked at as an opportunity. Just think of the time-intensive and repetitive tasks that could be automated. The advances in technology could mean more energy dedicated to creative tasks, critical thinking and to improving humankind itself. But this is a team task. It is the responsibility of both employers and employees to prepare for the near future and embrace the future with positivity and great energy. We will be embracing the near future by sharing new online platforms and seeking opportunities in new markets and regions.
Digital business expands and evolves the opportunities, threats and constraints of business ecosystems will play an integral role in setting the framework for businesses. To engage and manage business ecosystems, Leshem is creating and integrating with a digital business platform to share critical assets.
Leshem says digital platform strategy will vary from company to company. Some companies will develop a platform business model that encompasses providers, consumers and employees to create or exchange goods, services and social interaction. Others might integrate with other organizations’ digital platforms. Regardless of the setup, the strategy must integrate business and IT needs and establish a collective leadership vision. Companies must decide what makes sense for their organization and long-term business goals. To explore business ecosystem participation will affect how Leshem determine strategic and operational investments, he will work with business peers to guide the conversation about required products and services.
Business ecosystems must be deliberately integrated to improve the overall corporate strategy. He needs to collaborate with business counterparts to decide if the primary goal should be to create an ecosystem or integrate with those of other organizations. Larger organizations might support a combination of approaches, but top-performing enterprises generally leverage ecosystems to co-create solutions.
His view of planning digital platform strategies to integrate business and technology planning. Ensuring it includes actionable items and business and tech impacts. While planning, pay attention to which business and IT strategic planning scenarios are more or less likely to happen and review the implications, constraints, interdependencies and risk of the digital platform strategy.
To deliver Digital business platforms he also must create value for employees, customers and partners. More importantly, they must attract customers looking to use the ecosystem. While creating ecosystems is difficult, managing them will be the challenge. This means a need to create new requirements for integration, security, compliance and reputation risk, alongside a governance that ensures equitable platform behaviour by participants.
Identify potential monetization strategies and impacts on risk. Define clear business-driven outcomes and decide if the company has the risk-tolerance and the time to build an in-house platform or if it should look to buy one. Evolve business ecosystems expand, the complexity of the supporting architecture will increase, to work with business partners to figure out what scenarios are likely for the future of digital platforms and select the type of platform architecture needed to support future plans. This includes whether ecosystems will be supported internally or externally, and the roles of the digital platform core provider, consumer and platform owner. Leshem focuses on technology growth, but also on evolving the business architecture to support governance, trust, strategy, reputation, security and economics.