Fortune Staff

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

Global 500

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CJ Corp.

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How to Develop Corporate Purpose with Indra Nooyi

Uncategorized

Taseer Badar discusses what it takes for a company to thrive, and how he measure success.

ZT Corporate CEO: "To sustain success you must be able to adapt" 

Leadership

“To sustain success you must be able to adapt”

ZT Corporate CEO: “To sustain success you must be able to adapt”

our company is named Petey Corporate was founded in 1997 at G. T. Global Investments and we were financial advising firm back then and we transitioned to more of a operating private equity firm focused in the medical space and diversified last 8 to 10 years in the outer leadership space I think leading with the purposes, you know, it's not just about finances but about holistic approach to doing things and in our case it's about you know, bringing young entrepreneurs to the top and scaling their businesses. Do I communicate the power purpose to my employees? Of course I do every day, you know, and I think the best way to do that is to be part of the purpose yourself and to demonstrate your doing things alongside with them and you're in the foxhole with them and you're contacting them and communicating with them and showing them love and supervision doesn't mean policing, it's more of how can you help, how can you support and if you're there with your team they respect you and you want to do better for you and for the company. I think the skill set for leadership with purpose comes with experience. I think it's not taught, I think that you know, the environment of the world kind of dictates what purpose you have at times sometimes have to pivot. I mean over the last few years we've all had to pivot to do different things. I think that companies these days have to have social agenda as well. For example, it's not just about business people want to be part of something that they're proud of. So, So that wasn't there maybe 10 years ago, it was just about the bottom line and I think now those things have to be in play. So pivoting is very important in any aspect of the example that social events and not just business but your business model, but pivoting adapting, that is super important. Uh, and how you do things and that's all part of the purpose as a leader and how the skill set, I think you need as a ceo to lead with purpose. I think what it takes to be an effective leader is, you know, demonstrating that you're willing to do what no one else is willing to do. I always tell people no one will do for you, what you do for yourself? Hard work equals good luck. There's no luck. I mean, Michael Jordan Derek Jeter took 1000 swings and 1000 shots and they said the clutch moment was natural because they were prepared. Being prepared is something that leads to success. I think how I measure success, there's several ways to measure it. But I think the first thing is that we need to be able to do, deliver what we say to keep our words. I think you keep your word. Uh, success follows. And I think measuring that is very important. Are we keeping employees happy. Are we keeping our our banks, our investors happy? Are we accomplishing the goals of the community that we're in? Are we giving back? Are we able to give back? That's the main thing to me and developing a legacy for our families that work with us. But the way I measure things in business anyway, as far as measuring success is what gets measured, gets done in everything. I'm all about pivoting adaptability. I think you cannot get complacent. For example, Blockbuster video Super complacent. They were at one time you couldn't find a hot movie was out and everyone had aligned hundreds of people trying to get the video. Now if you look at others like netflix, they adapted, they had a male model order model and they adapted online and they figured it out and they destroyed the competition where Blockbuster video the world was their oyster. But they didn't adapt. So the business model became flawed. Not because the business wasn't good and didn't have the clients to do it, they could have sustained but they didn't pivot and in my opinion to sustain success you have to be able to adapt. Listen to your market and not be arrogant because arrogance has a fault. I think I want my company known for the reliability of the Toyota. But the durability and longevity of the Mercedes sent

EMERGING CFO: RETHINKING KPIs IN THE DIGITAL ERA
The corporate lifecycle has been dramatically compressed by digital disruptors and subscription-based business models, with profound implications on how corporate finance can drive growth and deliver value. In response, smart CFOs are rethinking the KPIs they measure, shifting from only focusing on traditional ones such as cash flow, revenues and customer acquisition costs, to implementing KPIs that track the employee experience, the customer experience, and customer lifetime value. In this virtual Emerging CFO discussion in partnership with Workday, we’ll discuss strategies to measure how value gets created today, and the importance of agile systems that enable cross-functional collaboration and broader integration of your people and finance data.
In partnership with Workday
Moderators: 
Sheryl Estrada, Senior Reporter, CFO Daily, FORTUNE
Matt Heimer, Executive Editor, Features, FORTUNE

Subject Matter Expert:
Michael Schrage, Research Fellow, MIT Sloan School Initiative on the Digital Economy

Discussion Leaders:
Harmit Singh, EVP and Chief Financial Officer, Levi Strauss & Co.
Alka Tandan, Chief Financial Officer, Gainsight


The Emerging CFO: Rethinking KPIs In the Digital Era 

Conferences

Discussing strategies to measure how value gets created today, and the importance of agile systems that enable cross-functional collaboration 

EMERGING CFO: RETHINKING KPIs IN THE DIGITAL ERA

Taseer Badar discusses what has made him an effective leader within his company and community.

ZT Corporate CEO: “With every challenge there is an opportunity.”

ZT Corporate CEO Taseer Badar

Our company's name is Ique corporate. We were founded in 1997, 1997 now 25 years old and is evolved from a brokerage firm to a hybrid kind of operating private equity firm that focuses in healthcare and automobile dealerships. Z. T. Was to create value for the retail client that the institutional clients probably gets more, you know opportunity than a retail client was so high net worth a mid market business person business company position, someone like getting access to opportunities that they probably wouldn't probably get otherwise if it weren't for a company like Zte and that was the mission to kind of create that niche. I think what was missing in the market was the white glove service for that retail client. Like I mentioned, it's really about creating value and opportunity for someone to have access again to something that they wouldn't normally have if they don't have a sizable institutional type check. How do I approach challenges within the company? First of all challenges with every challenge. There is an opportunity. I love challenges because I feel like there's an opportunity and everything. When I see markets drop. I think it's a great time to you know, look at entry points, those experiences is what carries you through and that's more than the bottom line. It's really those experiences what carries through that affect the bottom line. I always tell people when you walk, talk act in the office affects the bottom line. So for me, challenges are welcome and I appreciate the opportunity as my tenure to see. Um the most proud of so many things I can mention. But just to kind of mention a few, first of all, developing young minds, uh, those, that to me is number one, my partner's, my employees to see them come from interns to major executives within the corporation and doing so well for themselves and now having kids and the family, That's something that's really special to me that I see creating healthcare network that has affected millions of people throughout texas over the last 20 plus years. In my opinion, I think one of the greatest achievements was to one during hurricane Harvey in east texas. We were the lifeline, a town called Lumberton also, I'm proud of the fact that we saved lives and how so many during Covid, I think an emergency room system did a great job in texas during a very big time in the panda. When I started, I was, you know, young and very aggressive and I thought, you know, like a coach. You think that as a great player, you think that everyone can do what you can do and I realized that, you know, a lot of great players aren't great coaches. You know, if you look at the history of, of any game, usually the average player is a great coach because they can relate to someone and get the best out of someone because they weren't great, but they try to be great or as a great player doesn't relate to someone and at the beginning I expected everyone to be great and work as hard as I did and have the same passion I did and I kind of like evolved into a leader to understand people's skill sets and get the most out of what they can do best if they can shoot free throws the best, let's put them in the free throw line, you know, and do that and don't expect them to be all and there are some diamonds in the rough that can do it all and that's what you're hoping for.

CJ Corp.

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