Lifestyle

Sandro Salsano: A Renowned Name in the Business World

Published

4 years ago

September 8, 2022

There’s more to being a businessman than just wearing a suit and carrying a briefcase. With the recent increase in competition within the business world, the processes of choosing the right business to invest in and managing it have become much more daunting. There are dozens of risks involved and more chances of failing than succeeding. However, by being informed and aware of the challenges you may face, you can put yourself in a much better position to succeed in today’s business climate.

Overtime, many businesses have bloomed, not just by pure luck, but because of the genius brains behind them. People like Elon Musk and Bill Gates are known for their determination and perseverance. A close study indicates the top traits of a successful entrepreneur include the ability to plan, execute, and change the world. These characteristics can help them be cautious before investing in any business.

Sandro Salsano is a very well-known name in the world of business, standing amongst the top names in the list of successful entrepreneurs. Born on 25 September 1979 in Lecco, Salsano possesses exceptional skills, dedication and a stellar academic background, all of which helped him reach the top.

As a kid, Salsano loved playing basketball, however, his grip on understanding how the business world worked was inborn. Salsano was a student at the Bocconi University, Milan. He completed his MBA from the University of San Diego, California, and later went to study at Harvard Business School, Princeton, INCAE, and Oxford University. Attending these top-tier business schools helped Salsano polish his skills and hustle towards achieving his goal- to earn a name for himself.

Salsano’s efforts paid off pretty soon. Since 2007, Salsano has been the President of the Salsano Group. The company invests in real estate, private equity, and tech companies. It is recognized as an office of active investors in Silicon Valley with investments in various technological companies.

This is just one of his many achievements. Salsano is also on the Board of Trustees of the Salsano Shahani Foundation, while also being the chairman of Global Dignity for Panama. In January 2014, he became a Young Global Leader at the World Economic Forum (WEF).

Because of his uncountable achievements, he has been titled ‘Warren Buffet of Central America’. Forbes magazine, in 2019, ranked Sandro Salsano as the sixth richest person in the region. His company, Salsano Group, is estimated to have a worth of US$1.3 billion. His work has been featured on different platforms, including Bloomberg, Forbes, and CNN.

Additionally, he has more than 100 firms in his portfolio, all successful and prosperous. He is an individual who looks for disruptive projects and strives to grow them measurably. He was the first investor to believe in the messaging startup named Rappi, even at the time when it was worth only $20 million. Today, the approximate value of this “techno-latina” is estimated to be 1000 million dollars, with a presence in seven countries. He mentioned in a report that before investing in Rappi, he looked for projection and verification that the project would work. Salsano implements the same approach with all of his projects. This is how he has worked with more than 100 companies and added them to his portfolio. His list of companies includes Life360: a platform to connect family and friends, Digikala: an e-commerce company, Miroculus: a biotech company, and others, such as Spotify, Dropbox, Pinterest, and many more.

Along with being a successful entrepreneur and businessman, he has also laid quite an impression in the world of philanthropy. He has been an active and valued member of the Clinton Foundation, Leonardo DiCaprio Foundation, Aspen Institutes, Amfar, Elton John Aid Foundation, and Olga Sinclair Foundation. With the aim of improving children’s education in Central and Latin America, Salsano has also established Salsano Shahani Foundation with his wife, Johanna.

Salsano possesses recognized knowledge of business because of which he sits on the board of different companies as both a shareholder and an advisor. Building a diversified portfolio of individual stocks and bonds takes considerable time and expertise. Looking at Sandro Salsano’s business portfolio, one can deftly estimate his passion and struggles for making his name a brand in itself for the business industry.

Lifestyle

Why Toba Ogunremi Believes High-Performing Teams Start with Belonging, Not Pressure

Published

1 day ago

July 23, 2026

Michelle Langton

Most teams don’t fall apart all at once. It happens slowly, missed conversations, quiet disengagement, people doing what’s required but nothing more.

Toba Ogunremi has spent years working inside care environments where that kind of shift is easy to miss until it starts affecting everything. Leading operations at Samorem Care in the UK, he has seen how systems can appear stable on the surface while teams underneath struggle to stay connected to their work.

One experience early in his career changed how he looks at leadership entirely.

He had taken over a team that wasn’t in crisis, but it wasn’t working well either. The people receiving care were safe, but they weren’t thriving. The same was true for the staff. There was no urgency, no energy, just routine.

The usual solution would have been to tighten control by setting new targets, increasing supervision, and creating performance plans. He didn’t do any of that.

“I started with conversations,” he says. “Real ones. Not rushed, not formal.”

One by one, he spoke to each team member. What came out wasn’t frustration with the job itself, but something quieter and harder to spot.

“They weren’t disengaged because they didn’t care,” he explains. “They were disengaged because they felt unseen.”

No one had asked what they thought. No one had taken the time to understand how they were coping. Over time, that absence had turned into distance. That moment stayed with him. It shaped how he leads today.

His approach is simple, but not always easy to apply: people perform better when they feel they belong.

He believes high performance usually comes when people feel like they genuinely belong and know that what they do actually matters.

In healthcare, where pressure is constant and expectations are high, this idea can sound secondary. The focus is often on outcomes, compliance, and efficiency. Toba doesn’t dismiss those things, but he questions what happens when they become the only focus.

Even when all the processes are in place, if the people delivering the care feel disconnected, it eventually reflects in the quality of the work.

At Samorem Care, this thinking shows up in small but consistent ways. Recruitment is not just about experience. It’s about how someone responds to people, how they handle pressure, and how they communicate. Once they are in, the focus shifts to keeping teams stable and supported, rather than constantly rotating staff or reacting only when something goes wrong. He also pays attention to how leaders show up day to day.

According to him, leadership is not just about giving direction; it’s about being present enough to understand what your team actually needs.

That presence matters more in care than in most industries. The work is demanding, often emotional, and not always recognised for what it takes. When teams feel stretched or overlooked, it affects how they interact with the people they support.

For Toba, resilience is less about constant pressure and more about creating a work environment where people can do their jobs well without burning out. In his view, strong teams are not just coping; they are supported enough to stay clear-headed and consistent in their work.

His background outside healthcare still shapes how he leads. Having worked in sales and communications, he understands how important it is to read people and build trust. In healthcare, though, the impact is far more direct, as decisions affect someone’s everyday life, not just an outcome on paper.

That shift makes leadership more personal. Teams need more than instructions; they need stability, clarity, and a sense that they are understood. What defines Toba Ogunremi’s approach is its simplicity. He focuses on being consistent, listening carefully, and addressing issues early rather than reacting late.

In the end, his belief is straightforward: teams perform better not because they are pushed harder, but because they feel valued and part of something that works.