Jill Kickul

Building reputation is crucial for universities looking to make a global impact. The Summit will deliver actionable insights on how to strategically grow your influence and provide the platform to forge partnerships. Universidad Espíritu Santo #QSHESummits

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Adriana Cisneros is the third generation to lead Grupo Cisneros, one of the most powerful privately held companies in Latin America. When she became CEO, Adriana took the business’ 28 fragmented units and consolidated them into 3 strategic pillars: 1) Cisneros Media Runs Venezuela’s largest TV network (Venevision). Producer of globally syndicated telenovelas. And owner of the Miss Venezuela Organization. Today, the company also runs Pay TV, digital platforms like Novelisima and MasTalk, and Mobius.Lab (short-form content and documentaries). 2) Cisneros Interactive A digital ad empire Adriana built from scratch. She turned it into the largest digital advertising network in Latin America, active in 15 countries and exclusive reseller for Meta (Facebook) in 9 of them. In 2021, she sold the business to Entravision. 3) Cisneros Real Estate Adriana launched Tropicalia, a sustainable ultra-luxury resort in Miches, Dominican Republic. While Spanish-led all-inclusives dominated the market, she pitched a Four Seasons resort. $2,000+ per night rates. 25 residences priced between $5M and $18M. It’s fully self-funded. Zero outside capital in Phase 1. When she approached banks with the idea, they dismissed her. So instead of forcing the market to get it, she educated them. She showed comps from Mexico and Puerto Rico. She worked with government leaders. She built alliances with landowners along the coast. She helped zone the area for low-density, high-luxury development to avoid the overbuilt, high-rise trap that’s ruined other Caribbean destinations. And while she built the resort, she was also building the infrastructure the region lacked. Through a coalition called ProMiches, she helped establish water access, waste management systems, and sustainable planning tools for the entire region. But before putting a shovel in the ground, she spent years meeting with the local Miches community. She learned that girls weren’t finishing high school. That abuse was common. That confidence and self-agency were rare. So she launched Fundación Tropicalia, starting with a summer camp called Soy Niña, Soy Importante. It’s a program for girls ages 9 to 18 that focuses on education, self-confidence, sex education, and leadership development. To date, over 3,300 girls have participated in the camp. Because Adriana didn’t just want to build a resort. She wanted to build a community that benefited from the resort. She brought in world-class land planners and renowned Brazilian architect Isay Weinfeld, who understood how to design for the tropics, not just build for tourists. Adriana is also President of Fundación Cisneros (nonprofit to improve education access in Latin America) and board member of Mattel, Ford Motor Company, and AST SpaceMobile. 💡 Follow Justine Juillard for daily #femalefounder spotlights and tap the 🔔 at the top of my profile to not miss a single story.

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As we look at the data on GenAI use, let's spend some time thinking about the "AI Supervision Threshold" (via Luis Garicano) and the impact on training, education, and our economies. Below the threshold: Routine tasks AI can handle with minimal oversight (contract drafting, data analysis, basic coding). Above the threshold: Meta-cognitive work requiring human judgment (spotting AI hallucinations, strategic decisions, novel problem-solving). The emergence of this threshold is destroying how we have always developed talent in knowledge intensive industries. Junior workers generated billable revenue, while learning skills, which allowed them to progress. Now AI does this work faster and better, obviating the need for junior staff. But how can you train the next generation, when there is no entry-level work left for them to do? And once this happens, then junior workers move into the few remaining industries that still require human entry-level work, potentially depressing wages and creating winner-take-all dynamics between AI-enhanced and non-AI sectors. Not good. To counteract this trend, universities must shift from being knowledge providers to universities as practical skill accelerators, preparing graduates to immediately operate above the supervision threshold rather than climbing up through traditional ladders that no longer exist. For more details see this: https://lnkd.in/grhDhC9x With thanks to Robert Eberhart for inspiring conversations and links on this.

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