UM Worldwide

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Employees say: 
 
"UM Worldwide cares about individuals, and they go to great efforts to ensure that culture is a part of our company and that culture is celebrated. I love that; I love the diversity and inclusivity that exists in the company and how we celebrate and champion those initiatives. Also, they encourage mental health days once a month and discretionary time off to ensure minimal burnout."

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Fortune partnered with Great Place to Work to analyze survey feedback representing nearly 100,000 U.S. employees.

Employees say: 
 
"UM cares about individuals, and they go to great efforts to ensure that culture is a part of our company and that culture is celebrated. I love that; I love the diversity and inclusivity that exists in the company and how we celebrate and champion those initiatives. Also, they encourage mental health days once a month and discretionary time off to ensure minimal burnout."

35 Best Large Workplaces in New York

GPTW Advertising Marketing Industry 2022-UM Worldwide

Employees say: 
 
“UM cares immensely about the employees' balance in their life, as well as their health and well-being. I love the resources we're offered from childcare/parenting sessions, mental well-being tips and meditation, leadership seminars and mentorship opportunities. You can constantly improve on your skills across all areas of your life, not just professionally. I really feel UM is a leader in this space and offers many benefits that most other companies do not.”

The companies on this year's list stand out for celebrating innovation, promoting cooperation, and more.

GPTW New York Large 2022-UM Worldwide

Employees say: 
 
“I find most media agencies are the same in terms of capabilities and tools. What really makes UM different are the people, starting with management. Both the UM CEO and my account leads are wonderful people managers who lead with empathy and understanding. To me that makes all the difference. I also feel that I have opportunities and platforms to make my voice heard, which is also important. Other work environments that I've been in have made me feel disempowered, but not this one.” 
 
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Dan Sheridan’s career journey at Brooks Running has been both a marathon and a sprint. In his years as COO, he led the organization through the pandemic and seismic shifts in the athletic apparel market. Now, as CEO, the race is on as he navigates increased competition, a new and turbulent geopolitical landscape for trade, and the evolving expectations of today’s workforce. Sheridan will share tales from his journey from COO to CEO, and his unique playbook for what is required to propel Brooks to the level of growth that he envisions, while protecting the brand that passionate runners worldwide have come to expect. 

SUCCESSION SPOTLIGHT: HOW TO PROPEL A FAN-FAVORITE BRAND INTO THE FUTURE 

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So who here is a runner? How about a walker? There we go. You're in our addressable market. Well, we're gonna get, we're gonna get into that in a second. So Dan, thank you for joining us, uh, and giving me your time as both an interviewer and as a customer. You know I have a lot of points of view to share, um, but let's start with, uh, state of your business. Um, you had a very good 2024. There's also a big running boom going on. Can you just summarize really quickly for the audience where you want to take Brooks, which. is primarily known as a brand of running shoes for serious runners, and you've got some ambitions to expand the aperture. So just share that with us. Sure. Well, first off, thanks for having me and happy to be here. So if you don't know Brooks, we're a 110 year old company, the oldest American sporting goods company here in the US, and And we've been on a journey as a company over the probably the last 30 years to focus specifically on the sport of run and even more specifically performance run. So we focus on kind of the upper echelon in our category, higher price points and the like, and what we, what we've seen over that 30 year journey is it's all, all of our Our success is rooted first and foremost in the participation of health and wellness around the world, and you're probably seeing it in your communities. It is absolutely booming right now. I've been in the industry 27 years and never seen a running boom like we're seeing right now. Brooks sits right in the middle of that. We're the number one brand here in the US in performance run. And we are expanding globally and it really comes from an intense strategy that we kind of tag as sharp focus creates mass appeal. And so this pinnacle performance positioning has really opened us up. To anyone that moves, and that's why I say if you run, you walk, or you go to the gym, you're our customer. And so we've had incredible success. We've had about 15% compounded annual growth rate over a 24 year period. Um, rooted in that sharp focus, and we believe that we're kind of just getting started. We're 85% of our revenue comes out of the US, so the next chapter for us is global expansion and running's expanding globally right now. Yeah, and I think the the company overall is, which is part of Berkshire Hathaway, it's just north of $1 billion in sales, and you know some of your competitors are um. Uh, are a multiple of that, so obviously there, there's, there's some room for you, um, some of that involves international, some of that involves, uh, more lifestyle products, you know, New Balance should not have the monopoly on dad shoes, right? So, um, so I'll get back to that in a sec. So my, I guess my first question is, you know, you're primarily, um, until recently running shoes that are sold at running stores. Now you want to sell in more countries. You want to sell more products you want to sell more apparel, uh, and you have some designs on having more of your own well what what's in retail called direct to consumers, so your own website and more of your and some stores as well, that's gonna have implications on operations and you happen to be a former CEO, so you can tell us a little bit about uh how you're going to retool the company operationally for, you know, for so it can cast a much wider net and, and not get lost in it. Yeah, I mean, running is, um, it's unique in in this in this way. It's, it's a very local sport. Think about any sport, you have to either drive to a gym or a court or a or a field to go and do a certain ball or bats. For running, you step out of your house. And so we always think about how local running is around the world. We say that there's probably 10,000 communities around the world where running is, is, you know, um, having its day. And so what we try to do. I really build a multi-channel strategy and what that means is we want to assort our brand, sell our brand wherever the greatest retailers are that are focused on run, and that creates complexity at an operational level because we don't own the systems of these retailers. We don't own the distribution. networks, the transportation networks. So what we've had to do is build an operation that really taps in and has agility into all of these partners around the world, direct to consumers kind of our future in terms of developing that channel that will create complexity as well, but we've already done what I think is the hardest thing, which is servicing. Call it 10,000 retailers around the world through our operations network. So my new COO doesn't love it when I say that. The easy part's coming, but it truly is. And so we're trying to wire this thing where if runnings are sorted in a retail store, we want to be there and we want to service it in a really high service environment. So one of the things that's very difficult, I think people who are not in the consumer and retail space underestimate how difficult it is to Get into footwear or get into apparel, um. You know it's, it's, uh, all name names. I'm a reporter, but like Under Armour stumbled with its running shoes and you would think why, you know, they have all the resources there. You guys make very nice running clothes, um, but you're not a big player yet and so can you maybe just explain quickly to the audience why sometimes, you know, intuitively you think it shouldn't be so difficult for a company and yet it is difficult. Yeah, I mean the um. The biggest secret in building performance running footwear, specifically, I'll get to apparel in a second, is 500 people touch our products from the material vendor to when we put it in a box and ship it. To a, to a retailer. So just let that sit in. We, you know, we used to always talk about handcrafted Italian loafers. Handcrafted performance footwear is real. Um, it takes intention, it takes process, and, and one of the reasons there's so many hands in that. over the years labor was so cheap that you could, you could have that many people doing that. But what has happened over the time is that Southeast Asia has become the hub to build the best running shoes in the world. And so we've been able to tap into that. We have partners in Asia for 25 years now that are just fantastic. making performance running gear. We're on a journey in apparel. Um, you know the difference between footwear and apparel is if you're a runner, the footwear purchase is a considered purchase. You, you go through a fit cycle, you know exactly what you want, and every detail matters. In apparel, it's more of an emotional purchase that that brand on your. on your your sleeve or your pocket is an expression of yourself in some ways and so it's less of a considered purchase. It's also more commoditized. You can go to just about any retailer and get pretty good performance products. So we're on a journey there. We've got incredible products and apparel. It'll be the next chapter for Brooks. So you, um, just like, uh, uh, Scott from Chipotle before, uh, who was on stage before was the COO before becoming the CEO. You did the same, uh, trajectory. I think one of the things, you know, I covered retail for a very long time. I think there was a fad about 10 years ago as retailers and consumer brands really were worried about Amazon and our e-commerce isn't, uh, uh, infrastructure isn't isn't up to snuff. So there was a lot of CEOs who suddenly became CEOs in retail land. Whereas there used to be, you know, the, the merchants, the product people, you know, the people have that intuition. How what I'm getting at is what advice can you give to the prospective future CEOs here who are CEOs, uh, make sure that they have both sides of their brains, you know, the operational left side and the more intuitive that you might need in the consumer facing, um, you know, it's, it's, uh, you need both, right? Yeah, um, I use this, this saying with my team that, uh, head above the clouds, feet in the mud. And what I mean by that is, you know, at a COO level or a CEO level, you're, you're always focused on what we call horizon 2, kind of 3 years out. I think my job as CEO is if we, if we stumble in 3 years, that's on the CEO. And so I'm always trying to keep my head above the clouds and yet still base myself in reality and and securing the short term, which is, which is feet in the mud and And that transition from COO to CEO, you get, you get less of your feet dirty at times, and, and you're really trying to see above the clouds, you know, I had good advice from Berkshire Hathaway over the years and And when I moved into this role, one of the best advice I got was to understand your biases as you move into new roles, specifically in the CEO role. I grew up at Brooks 27 years there, had many different roles, so I have a lot of biases in what I think I know about each function. And as a CEO, I think you have to hold balance and equity in your frameworks and mental models so that you don't lean on maybe past experiences from 34 years ago that this is how I did it when I was in that role. So it's a, it's an understanding your biases and then really thinking long term as you as you move into the CEO role. So runners are intensely fanatically loyal to specific models and brands and shoes. Um, you know, when you guys discontinued, one of your models a few years ago, I went into mourning and um I think you called us. I, I called Jim Webber, your predecessor. Uh, I did not win, but anyway, um, how do you get customers, especially runners, this is on their feet. This is everybody's thinking. If I had, uh, that shoe prevents me from getting injuries, how do you get people who might be, you know, in love with Hoka and on and, uh, New Balance to give you guys, you know, they all know that Brooks are great shoes, and I also know AI is a great, like how do you get people to give you guys a try when people are so fiercely loyal? Yeah, I think you know over the years in our industry it was really hard to get people to switch brands. I think that's changed in the last 5 to 6 years for a lot of reasons. One, there's a lot of parity in product. There just is. There's a lot of great product out there. I often say that choosing a running shoes is a bit like choosing your favorite wine. Everyone has a different year, a different vintage, and they, they, they kind of go back to that and they try and find it. And so right now we're in a unique, unique era where there's great product from everyone. So then what is the value prop for the consumer? And you know there's a lot of detail on fit e ride and consistency in product season after season. We update our product every 12 months and so we've been able over a 20 plus year period. To be very consistent in our fit. And so if you love that varietal of the glycerin that Phil wears, that you're going to get that fit every single time, and that comes from long term manufacturing relationships, comes from sweating the details on fit feel ride, you know, on a marathon mile 22 really matters if your shoe is going to work, and we spend every day. Trying to figure that out for the runners, so consistency in our industry is the most important thing, and innovation can't disrupt that consistency. So innovation is moving really fast in materials and mid souls and the like, and you know we've been able to keep innovation coming without, you know, really impacting the consistency of our fit, fuel and ride. OK, so a quick final question for you. I mentioned Jim Webber, uh, whom you succeeded last year. Uh, he was there for more than 20 years. Basically, he saved Brooks, um, and it was on the verge of bankruptcy. I did, I forget. How, what, what do you want to do for Brooks? Yeah. Well, what I was super lucky at Brooks. I studied under Jim Webber, who was the modern day founder of this strategy and as Phil said, really set us on a path for growth. You know, our next version is expanding this brand around the world. As I said, 85% of our revenue comes out of the US. We're mostly footwear, and we have now permission to expand this brand. What's happening and running right now is super interesting. Participation rates around the world are skyrocketing. I was in China two weeks ago. The stat that we were told was there were 40 marathons in 2020. There's 450 marathons in China. So this brand is just getting started and it'll be expansion mode for us. All right, well, on that note, go for a run tomorrow at 5 in the morning when it's 70 and stay healthy. So join me in thanking Dan for being with us today. Thank you.

The global video game market is estimated to grow by $111.7 billion over the next four years, and the sector has particularly exploded in Saudi Arabia, where gaming and esports are predicted to contribute more than $13 billion to the country’s GDP by 2030. However, while almost half of all gamers worldwide are women, 95% of professional gamers are men. A conversation about the role of developers in closing this stark gender gap and ensuring that the future of gaming is as inclusive as it is profitable.  

Ensuring That Women Win At Gaming

OK, we're going to completely change tack now and talk about eSports and gaming, which are massively popular here in the Middle East, as I'm sure many of you know, particularly here in Saudi Arabia, where they are predicted to contribute $13 billion to the country's GDP by 2030. Also in Saudi, women make up 48% of Total gamers, which is pretty incredible when we think about it being a traditionally male sport, and this contributes to an increasing global trend of women taking part in eSports. With us to discuss this phenomenon is Rain Abas, the founder and chief executive officer of Wixel Studios, which is Lebanon's first gaming startup. And she's also from Spykotech. She also works at Speakertech, a company that teaches kids how to create games, and I'm sure she's going to tell us more about that. She will be joined on stage by the chief operating officer of Scope Le, Eunice Lee, and my colleague Fortune's Emma Hinchcliff. 344. 5. So let's see, um, but, you were one of the first female game designers in the Middle East. What was the industry like when you started for women and where is it today? When I started, it was uh Non-existing for any species, men, women. Anyone It is non-existing. No one knew that we even can do video games, and what that's why everyone thought you're crazy to open a video game company from Lebanon, especially, you know, in Lebanon we don't have even infrastructure for video games. So, uh, yeah, so I think I'm proud also that I created the first step to have video games, the production in the region. What made you confident that it would work when there was nothing? No, I was not. I was panicking, but I was bored because I was working, you know, with US companies doing games for them and for me I can really tell a lot of stories. I can change a lot in my company and my country, I mean, and all over the region. So I think one game it gave me this power. I did a political game, street fight game between politicians online. Because I was, I remember I was stuck on the road, you know, people were fighting each others, young people, so I thought I can't change anything if I do a video game, maybe I will take these young people from the streets and put them online and they can, you know, fight with these politicians to turn around if you want to turn to change the reality, and it was so successful that everyone's playing from all over the world, millions of players, and I said, you know, I need to quit my job. go to Lebanon, create my own company and to do games that can change my reality and others' reality, and I was crazy, but you know, I think this successful game gave me this power to start. Sometimes you need. Um, well, Eunice, tell us about the market for gaming in the Middle East and in Saudi Arabia specifically. Yeah, I mean, it's interesting to do that poll because I'm betting there's actually way more folks in here that I would count as a gamer. Um, I think you know what's interesting in all of mobile gaming is probably 50% of, you know, people say I'm a gamer, um, or I play games, you know, but here in Nina, the, the, the percentage of folks that identify as a gamer is 89% of the population. Like that's kind of insane. Um, but you know, often in the west or whatnot you get these ratios that are different, um, and so a lot of people who play, for example, a lot of our games that are super popular like Scrabble Go or Yai with buddies, folks play that but they don't. Think of themselves as a gamer when they're playing that mobile game um if you've ever touched something like Candy Crush or some of those titles I just said Monopoly Go, one of ours, um, you're a gamer, but I think there's an opportunity to really change how who identifies as a gamer and to feel proud to say that you're a gamer. There's sometimes a bit of a. Uh, uh, an old school notion of what's identified as a gamer, um, and it's like a high school teenager in, in the basement of their parents' house playing a, you know, video game all night long, um, and I don't think that's the case anymore and what I love about the MA region and what I really love about Saudi Arabia is how proud both women and men are to be like I'm a gamer and I love, um, you know, playing games whether that's on my mobile phone or on PC or on console. Um, so it's sort of a very exciting place to be. Definitely, um, Ren, tell us about what you've seen in terms of a rise in female gamers. How, how have women as gamers changed, especially in the Middle East, and how has that changed gaming? Are there new games being built for them? Is it changing the way the industry works? No, we have, we have more female gamers, but still for me, the games are developed or produced for females are, you know, I think they think it's not worth it. And uh for me as a decision maker, publisher, designer, developer, my mission was to create games that uh you know. AAA maybe games or really adventure games, real games, and to really attract these females to play these games because if you see the data, yes, we have more females, but the games they're playing, you know, are not the games that are competing on the market or really can change. So as a decision maker, I made sure that the games I produced from my studio will generate more gamers such as racing games, adventure games, action games. And for me this will change. So again, if the females are decision makers, developers, game designers, producers, will change the industry and the games are produced for everyone again and we will have more females and really games that are again, you know, changing or, you know, competing on consoles PC online. And it's again I'm really proud that from our region we have more gamers and we have more developers, but I think we have to do more work to have, you know, to have more numbers or to raise these numbers. You know, why does that matter? Like, is gaming an economic opportunity for women that we are missing out on? Yes, of course. Um, you know, a single game can, uh, the theme of a single game can be, you know, from different industries and from different skills and major. You have like game designers, developers, artists, storytellers, narratives, you have marketing development, business development, sound, it's a big production even for a small game. And yes, it will create more job opportunities that really can, you know, make a difference in the economy of any country, you know, the games are the biggest industry in the world, and yeah, to have more females in this industry will affect the economy. It will affect, it's a triple, it's a ripple effect. And it will change also, uh, may I say the toxic uh gameplay also it's really important. There's a lot of big companies, they are struggling because they reach a place where their games are toxic and this starts from the, you know, non-ethical design. So now they want to go to the ethical gameplay and ethical design. So also when you have more female involved in the narrative and the game design, it will also make a nontoxic, uh, you know, ethical design. What are some of the problems then, uh, non-ethical design, um, you know, it will lead to, uh, non-ethical gameplay or non-ethical play means that you have bullying, you know, people, you know, they. They bully each others also when you also punish the players, they punish the players. So if they don't play for a time, for a specific time, they lose their reward, they lose their achievement, and this will trigger the players and it will affect, you know, especially online game multiplayer games, and when they play like open word they play each other. So this is really important to go back. To ethical, uh, game design or ethical design because it will lead to successful business. So Eunice, what is Scopely doing and what should other companies be doing to reach more female gamers? Yeah, I mean, I think we're blessed in mobile gaming in particular where actually 50% or more of our gamers are women, um, often, so there's a huge opportunity there again. They may not all identify as gamers, um, but I think touching upon what you were saying um we at Scope we we take it pretty seriously, and I think you know it's super important first and foremost to make sure that you have inclusivity as sort of a principle in terms of how you're gonna make gains and the culture in which you have employees um so that everybody can kind of bring their different voices. The table, uh, we at Scope we have created an inclusive design committee and it's exactly what you were describing, um, but it's to ensure that for example our characters truly are representative of who they're supposed to be. So it's not somebody writing in the voice of somebody else that they have not walked in the shoes of or necessarily understand or almost comes across as a caricature of a culture. Um, and we have a senior director, Tule McNally who we hired from Electronic Arts who leads up all of our inclusive game design, um, and one cool example of that is in one of our games, Marvel Strikeforce, which takes all the characters of the Marvel universe um into its game. The team actually created a new Marvel character that did not, does not exist in the Marvel universe from the. Comic book side um that was the first Navajo Native American um character Spider Weaver um and Marvel blessed that character and we were able to put it in the game so there's interesting ways where we can also inflect back into pop culture and vice versa, um, and so I think that's just one tiny example but these things are happening every day, uh, increasingly in gaming probably not fast enough, so the more we can do this and the more that. Um, whether it's gaming or other industries where there's product creation and creativity, the more you have inclusive voices and you come at this principled, you know, inclusive design approach, you know, the better the outcome's gonna be and the better audience reach you're gonna have ultimately. Definitely, um, well, I'll come to everyone for questions in a moment, so if you have any, start thinking um. Ren, when you, we talked about the, you know, economic opportunity for women on the career side, but what about on the professional gaming side? What are women missing out on? I mean, the overwhelming share of professional gamers are men. A lot. Uh, I, I said today I don't want to nag on the stage. I want to, you know, to find solutions. Um, there's a lot of missing, but for me, we. You know, when I started, uh, again, I did not think that I'm a girl or a woman working in this industry, although I remember I was the only female on the team when I started. I did not think about this for me, um, any species again, if you work hard, uh, you're motivated, you want to do it, uh, you know, uh, do well, you know, to, to want to learn everything, you have to be open to learn. Uh, you can reach, you know, uh, high levels in any industry, and, uh, but, you know, education and how we are raising, uh, uh, girls, you know, they start so, you know, with a lot of dreams and they reach an age, they think they are limited, and I think, um, you know, uh, like platforms like today, uh, public speaking, uh, you know, conferences. Lectures, recruitment will help women, you know, step forward and believe that they can be executive, they can create, they can they can win millions of dollars as professional gamers, of course, of course. So you have gamers and producers. These two are important because they can't be non-connected. So these teams are playing games and these games are made by, you know, other people. So again, uh, these two should be connected, should be linked, should be pushed in different ways, should be, you know, uh, talked about in a different way to, uh, you know, to make a difference and to encourage these women to to do whatever they want. You know, I'm again from Lebanon and this is a really a difficult country. I did all these, uh, you know, games, uh, successful games. I did not think about again, I want to do. Something to say that I'm a woman doing games, but also I'm a mother for 3 kids that are game producers, of course, and I'm their hero, uh, because, you know, I worked with the biggest names. I was on stage with their, you know, idols from Roblox, Fortnite, you know, all these big names. Um, so I did it with, I had a difficult also, you know, um, you know, roadmap if you want a journey. Um, but for me, if I want to do something, I will do it. So, and again, in any industry, in any field, we, we should not stop nagging, but we, we, they should know that we should not be in lists. We should not be in only women's conferences. We can compete again with any species. And we can reach, you know, there's no limits. So just believe it and you know, don't listen to anyone, you know. So again, as a mother, entrepreneur, I had a lot of, you know, judgment around me. She's pregnant, she's sick, so everything will stop. So I had to do double effort. I have to tell everyone it's OK. I'm a CEO founder, but nothing will stop. So this extra effort, I know we should not do it, but again, you know, disconnect, do whatever you want. You will have more females and leaders and and especially with the games and can I add really quickly to that I would just, yeah, I just wanna make sure we have time for if anyone has any. OK, we have one right here. Um, yeah, I think the microphone should be to you in a second. I can hear you. Now I'll say less loud. So hi, this is Prashay. I'm the founder and CEO for Crispi Data. We do all things AI. Um, but in gaming, and excuse my, um, awareness on the gaming industry in general, but I have a very basic question if that's OK with you guys, um, like when I was an engineer 30 years ago, I did AI 30 years ago, people always thought like I'm this person sitting somewhere in the basement to earlier comment and you know, building stuff in my garage with AI and stuff like that. Now I think people are more popular like AI is important, but in gaming, how can Um, the perception like the gaming is you with your computer or you with your phone doing the game. How do you see or have you seen gaming to be a unifying factor to bond the community, any species again together? Like what is the forward thinking around making gaming industry as a unifying society and a community? Yeah, that's great. And I mean scope. In particular we're very focused on community building and making experiences um and sometimes people you want that time to be alone right and you wanna have that solo experience and escape the world um but we have found that when uh folks connect their gaming experience with whatever their social graph is and their social networks and communities there's 3 times the engagement um in that game. So I think gaming inherently is um something even if you're playing solo you end up going out in the world and talking and finding people who share that joy who share that passion who you wanna be in community with and talk about and dissect the game um but we really want games that actually bring people together and have mechanics in it that bring community and social um communication. Um, and so you know, we, we really wanna inspire play every day, um, and with others, so that's really important to us at Scoly and I think to a lot of the gaming companies out there. Ren, what community have you seen in among women in the Middle East, among game designers, how have you built that? Yes, it was difficult at the beginning to, you know, to join these people together, but I think games are the best medium to do anything, any change, any link, and to bring people together. Like she said, it's an escape word, um, and if you play on the fellowship and the engagement between players, it's more powerful, and I think games can really change a lot as education games, you know, uh, informative games, casual games. It's a big responsibility to bring messages, to bring these people together like I said, with ethical design. It is a big and strong medium to change again and to empower, you know, women, girls, youth. We did a lot of games. To help, uh, teenagers to survive, you know, their age, difficult age like my kids, you know, it's a disaster, you know, now 3 teenagers, you know, oh my God. So I'm, I'm I have a mother gamer and, uh, you know, a game designer because we use manipulation, good manipulation for players. You need, I need you to be in the game, you know, to stay in the game. So this is a power for me to to deal with my teenagers, but yeah, it is a powerful medium. That's why it's a big responsibility to bring people together and to empower them to change their, you know, their mindset, to promote the health, um, you know, health mindset again. Uh, that's why you have 22 words now in video games. You have video games that again non-ethical, you know, they play on triggering the players and you have really good games that based on great mechanics, fun, there's a lot of, you know, messages inside like environment, educational, or, so yeah, you can change a lot, but you need the right people with, you know, the ethical mind to do that and the right games. Well, thank you both so much. Thank you.

The health care industry is one of the biggest drivers of economic activity worldwide. Digital transformation, accelerated R&D, and new research into the causes of disease are promising important advancements in the coming years. However, will innovation be able to solve the industry’s numerous, serious challenges – including unequal access to care, sky-high costs, workforce shortages, and cybersecurity threats? We'll examine how the integration of technology and other scientific advancement into our health care systems will impact global health equity, as well as individual patient outcomes.

Health Care Innovation For All

Small businesses are a core pillar of the global economy thanks to their ability to create jobs, foster innovation, and stimulate growth. What’s more, data from the World Economic Forum shows that in emerging markets, female entrepreneurship contributes significantly to poverty reduction and economic resilience. Despite this, many small businesses struggle to access the technology and financial services that would help them thrive. We’ll explore strategies for supporting small-business owners worldwide.

UM Worldwide

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