www.acquisition-international.com • June 2026 Reshaping the Retail Landscape Headquartered in Santiago, Chile, operates across Latin America, RETAILATAM is on a mission to help companies across the retail sector better understand and manage their businesses. Its team works in partnership with leading companies around the world to streamline business processes, implement smarter operations, and improve the customer experience. We spoke with Founder and CEO Daniel Sampietro below, as RETAILATAM is named in the Global Excellence Awards 2026.
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Contents 4 News - Ethstat wins King’s Award for Enterprise in Sustainable Development - Tunley Environmental and CSR Accreditation Release Guidance on Verified Sustainability Communication 6 Why a Strong Data Strategy Creates Stronger Acquisitions 9 RETAILATAM: Reshaping the Retail Landscape 10 Ki Charter: Most Dedicated Education Provider 2026 – Texas 12 Wellness Wings Foundation: Most Dedicated Vulnerable Children Mental Health Support Charity 2026 – Texas 13 InvestLinc Wealth Services LLC: The Wealth Management Partner You Can Trust 14 Ensan Charitable Society for Orphan Care: Best Orphan Suppot NPO 2026 – Riyadh 16 Eventesse: Live Marketing Businesswoman of the Year 2026 (South America): Cristiana Gil & Management & Organizational Culture Excellence Award 2026 17 Kenny Fuels: Keeping Ireland Warm for Less 18 Evolito: HR Thought Leader of the Year 2026 (UK): Rachael Wallwork 19 Latinas Rising Up In HR: Most Instrumental HR Community Businesswoman 2026 (USA): Priscilla Guasso 20 Freshport Asia: South East Asia’s Cold Chain and Logistics Experts 22 DigiNeat Smart Technologies: Custom Software for Fintech, Banking, and Brokerage 13 11 18
NEWS Ethstat wins King’s Award for Enterprise in Sustainable Development Ethstat Ethical Stationery CIC has received a King’s Award for Enterprise in Sustainable Development recognising Ethstat’s model of embedding sustainability, ethical supply chains and social impact into everyday business purchasing decisions. Ethstat Ethical Stationery CIC has been awarded a King’s Award for Enterprise in Sustainable Development, recognising its work to help organisations use everyday procurement as a force for good. The Croydon-based social enterprise supplies sustainable office products and ethical procurement solutions to organisations across the UK, with customers including Nationwide, Greenpeace, Amey PLC and Amnesty International, alongside businesses across construction, infrastructure, housing and corporate procurement. Its model helps organisations use routine procurement decisions to reduce waste, choose ethical suppliers and create measurable social impact. The King’s Award is the UK’s most prestigious business honours and recognises outstanding achievement by British businesses. Ethstat received the award in the Sustainable Development category, following years of work to show that sustainability can be embedded into purchasing decisions, supplier relationships and day-to-day business operations. Founded on the belief that business can and should be a force for good, Ethstat has built a model that challenges traditional procurement by placing sustainability, ethical sourcing and social impact at the centre of commercial decision-making. The Croydon-based organisation says its work has helped more than 1,000 people get back on their feet, supported 1,157 Real Living Wage placements and generated more than 991,000 hours of Living Wage work. Its environmental work has also removed more than 32 million single-use plastics, planted over 27,000 trees and saved more than 2,000 tonnes of CO2 beyond neutrality. Yasmin Halai-Carter, Chief Executive Officer and co-founder of Ethstat Ethical Stationery CIC, said: “This award means an enormous amount to us because it recognises the belief that has driven Ethstat from the beginning: that business can be commercially successful while creating real social and environmental impact.” “Sustainability should not sit in a report or be treated as a marketing campaign. It should be embedded into strategy, procurement, partnerships and culture. “The King’s Award gives us a bigger platform to champion ethical procurement, sustainable business and supply chains that genuinely create positive impact. We are incredibly proud of everyone who has backed a different way of doing business.” The recognition comes at a time when organisations are under growing pressure to demonstrate credible action on sustainability, responsible sourcing and social value. Ethstat’s model helps customers align everyday business supplies with wider environmental, social and governance goals. Dr Bruce Halai-Carter, Co-Founder and Chief Sustainability Officer at Ethstat, said: “Procurement is one of the most powerful but overlooked levers for change. Every order placed by an organisation is also a choice about the kind of economy it wants to support. “This recognition shows that sustainable procurement is not a niche concern. It is a practical, measurable way for organisations to turn values into action.”
NEWS Richard Collins, Founder of CSR Accreditation, added: “Responsible business is not only about data and reporting. It is also about recognising the positive impact organisations create for employees, communities and the wider environment. Good storytelling is important, but it must be evidenced up by real action. This whitepaper helps organisations understand how to achieve that balance.” The whitepaper also explores the growing importance of accreditation in supporting structured CSR reporting and independent verification. CSR Accreditation’s four-pillar framework, focused on environment, workplace, community and philanthropy, is highlighted as a practical way for organisations to benchmark and communicate responsible business activity. The whitepaper is now available to download via Tunley Environmental, please visit this page. Tunley Environmental and CSR Accreditation Release Guidance on Verified Sustainability Communication Tunley Environmental and CSR Accreditation (CSR-A) have launched a new whitepaper exploring how organisations can communicate sustainability and corporate social responsibility (CSR) activity more credibly in an environment where claims are being examined more closely than ever before. Titled Evidence Over Claims: Safeguarding Corporate Social Responsibility, the whitepaper examines the growing pressure organisations face to ensure environmental and social claims are accurate, proportionate and supported by evidence. The publication addresses both greenwashing and green hushing, recognising that many organisations are already taking positive action but may struggle to communicate their progress with confidence. This is often due to evolving regulations, such as the CSRD, complex reporting frameworks and uncertainty around what can legitimately be claimed, particularly in relation to the UK’s Green Claims Code. Developed collaboratively by Tunley Environmental and CSR Accreditation, the whitepaper explores how scientific assessments, structured reporting, independent verification and accreditation can help organisations move from broad claims towards more transparent and evidenced communication. The paper highlights the role of: • Life Cycle Assessments (LCAs); • Business Carbon Assessments (BCAs); • Biodiversity foot printing; • Impact reporting; • Accreditation and third-party verification, in strengthening responsible business communication and supporting stakeholder trust. Ellis Clark, Head of Marketing at Tunley Environmental, said: “Many organisations genuinely want to do the right thing, but sustainability communication has become increasingly difficult to navigate. This whitepaper is about helping businesses communicate their progress responsibly and with confidence. The goal is not to discourage organisations from talking about positive initiatives, but to help ensure those claims are supported by evidence. New guidance helps organisations navigate greenwashing risks while communicating sustainability and social responsibility with greater confidence
Feature 6 | Acquisition International, June 2026 Why a Strong Data Strategy Creates Stronger Acquisitions “A business with well-managed data is often easier to integrate, scale and grow. Equally, organisations with strong data governance will adapt more effectively in periods of transition because they have greater visibility across the business.” Acquisitions are often discussed in terms of valuation, market share, capability, or growth potential. Yet one of the most overlooked factors in determining whether an acquisition succeeds long term, is the quality of the data sitting underneath the business itself. Two companies can look perfectly aligned on paper. The numbers stack up, the strategic rationale makes sense, and the opportunity appears commercially sound. But once integration begins, businesses frequently discover they are operating with different standards, fragmented systems, duplicated records, inconsistent reporting, and completely different approaches to customer intelligence. At that point, the acquisition is no longer just about combining operations. It becomes an exercise in rebuilding clarity. In many organisations, data is still treated as a secondary operational function rather than a core commercial asset. It is reviewed during due diligence, but not always examined deeply enough in terms of how it will support future growth, integration, customer retention, or decisionmaking once the deal is complete. The reality is that acquisitions are not just the merging of businesses. They are the merging of information ecosystems. The hidden operational gap One of the first challenges many businesses encounter after an acquisition is inconsistency. By that I mean that data, reporting standards, sales processes, and operational systems are often completely misaligned. This also relates to the approaches to outbound marketing, attribution, and customer engagement. Individually, these issues may seem manageable. Collectively, they create operational problems. Leadership teams can quickly find themselves working from conflicting reports, inaccurate customer records, or incomplete commercial visibility. Sales teams inherit duplicated contacts. Marketing teams struggle to segment audiences accurately. Customer service teams lose continuity. Finance teams question reporting confidence. The problem is normally the absence of a shared data structure capable of supporting the newly combined organisation. When businesses acquire without a clear data integration strategy, decision-making slows down at exactly the moment momentum matters most. Data is commercial infrastructure Many businesses still view data primarily through a compliance lens. In reality, high-quality data is commercial infrastructure. It shapes how businesses understand customers, forecast growth, allocate resources, identify opportunities, and measure performance. It influences sales efficiency, customer experience, marketing effectiveness, and leadership confidence. When acquisition activity increases, the importance of that infrastructure increases with it. Strong data practices create operational continuity. They provide a common commercial language across newly merged teams, and it reduces friction during integration and allow leadership to make faster, more informed decisions. Most importantly, they create trust. If teams cannot trust the data in front of them, every strategic decision becomes slower, more cautious, and more expensive. Due diligence needs to go deeper Traditional acquisition due diligence often focuses heavily on financials, legal exposure, contracts, liabilities, and revenue projections and it’s those areas that remain essential. But modern acquisitions also require organisations to examine the operational maturity of data itself. Questions businesses should now be asking include: • How clean and current is the customer data? • How frequently is data validated? • How consistent are reporting standards? • How accurate are attribution models? • How many duplicate or incomplete records exist? • How dependent is the business on individual knowledge rather than system intelligence? • How scalable is the existing data structure? A business with disciplined, well-managed data is often easier to integrate, easier to scale, and easier to grow. Equally, organisations with strong data governance tend to adapt more effectively during periods of transition – because they have greater visibility across the business. Integration is a leadership exercise There is also a cultural dimension to data strategy that businesses sometimes underestimate. Acquisitions often place teams under immense pressure, as employees are adapting to new leadership structures, systems and expectations. During that period, confusion creates uncertainty quickly. With clear, consistent data providing stability, teams can understand their priorities, customer relationships, performance expectations, and direction. It reduces unnecessary friction between departments and creates a more unified approach to growth. And this is where leadership matters. The strongest acquisition strategies are rarely built around systems alone. They are built around alignment. Leadership teams that prioritise clarity, transparency, and operational consistency usually create stronger integration outcomes because people understand how decisions are being made and what success looks like moving forward. By Adam Herbert, CEO and Co-Founder, Go Live Data
Therefore, data isn’t separate from culture because it shapes culture through the behaviours it encourages. Building an acquisition-ready data strategy A strong acquisition data strategy should already exist before acquisition conversations begin. Businesses preparing for growth through acquisition, should therefore focus on specific areas. 1. First, establish consistent standards around data quality and maintenance. Inaccurate or outdated information compounds quickly during integration. 2. Second, simplify reporting structures wherever possible. Overcomplicated reporting creates confusion and slows decisionmaking. 3. Third, create alignment between sales, marketing, operations, and finance around how commercial data is defined and used. 4. Fourth, invest in visibility rather than volume. More information is not always better information. What matters is accuracy, clarity, and relevance. 5. Finally, leadership teams should treat data strategy as part of overall business strategy, not simply an IT consideration. The organisations performing strongly through acquisition are usually those that understand operational intelligence creates commercial advantage. The next phase of growth Acquisition activity will continue to shape the future of many industries over the next decade, particularly in technology, marketing, data, and professional services sectors where scale and specialisation increasingly matter. For businesses to integrate successfully, retain customers effectively, and scale sustainably they’ll need to have the clearest operational foundations beneath them, which is increasingly – data which also means a strong data strategy is what will help make that possible.
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June 2026, Acquisition International | 9 RETAILATAM: Reshaping the Retail Landscape “Our objective is straightforward: helping companies convert data into better business decisions.” The story of RETAILATAM began with the simple belief that retail companies need solutions that help them make decisions faster and with less complexity. The company is led by a team of professionals who are seasoned in the market research and information technology industry, boasting more than three decades of experience in global and Latin American retail, shopper marketing, merchandising, space management, assortment optimisation, category management, and business intelligence. After spending years working alongside retailers and manufacturers across Latin America, this team of experts reached a unanimous verdict. Countless companies across sectors were facing the same challenge: they had access to a large amount of information, but turning that information into clear action was still an obstacle. This firsthand experience, combined with an unwavering drive to reshape the sector, led to the establishment of RETAILATAM in 2018. Today, RETAILATAM is a trusted partner to leading companies around the world. The company helps retailers and CPG manufacturers businesses implement smarter operations, optimise assortment and inventory, and improve the shopper experience by developing solutions that improve everyday business processes such as demand forecasting, supply chain visibility, assortment decisions, planogram development, pricing, promotions, in-store execution & perfect store, retail media and commercial analytics. “Our approach has always centred on combining business understanding, execution, and technology in a way that creates measurable value and long-term relationships with our clients.” In order to best identify and address major pain points across the retail industry, RETAILATAM offers AI-enabled decision-making platforms, software solutions, and business consulting services for retail operations. It strives to remain at the forefront of advancement to empower its clients, even making an early commitment to artificial intelligencedriven solutions long before such technologies became commercially accessible or commonly used within commercial environments. Whilst technology is a crucial component of the value RETAILATAM brings to its clients, the team’s approach to business operations goes much further. Many organisations today are not simply seeking another software implementation; they require partners that understand operational realities and can help simplify processes that become difficult to manage internally over time, especially within large organisations. This has led to successful collaborations with industry leaders such as Cencosud, Walmart, Coca-Cola Andina, ABInBev, Diageo, Abbott Laboratories, GA.MA Italy, Mayorsa - SMU, Super99, Arrocha Pharmacies, Legrand, and Purdy Group, among others, where RETAILATAM’s solutions have improved shelf profitability, inventory alignment, and portfolio expansion. “We want to be viewed as a long-term strategic partner and not only as a technology provider,” Daniel explained. “Today the work goes far beyond implementing systems. A lot of it is about helping companies rethink how they manage information, support decision-making, automate processes, and apply artificial intelligence in practical ways inside the point of sale and other commercial areas.” With this in mind, RETAILATAM’s vision for the future is centred on teaching companies to use information in a smarter and much more practical way. Its team has noted that there is still significant work to be done in helping organisations transform large amounts of data into insights that people can actually understand and use in daily operations. In areas such as space management, for example, many companies still deal with processes that are harder, slower, and more manual than they need to be. This is why, recently, we have expanded our focus on automated planogram generation and execution, helping retailers and manufacturers reduce manual effort, standardize merchandising processes, improve shelf productivity, and scale category management operations more efficiently. This is a significant driver behind RETAILATAM’s continued investment in infrastructure simplification, operational automation, and centralised information management. Daniel told us, “The idea is helping companies spend less time dealing with administrative work and more time making decisions that actually impact the business.” As new technologies and innovation models continue to emerge, RETAILATAM will continue to evolve in alignment. The company does not only seek to remain current with technology trends, but also flexible enough to adapt as markets continue changing and generate meaningful long-term impact for clients. This passion for ongoing evolution, driven by an unwavering commitment to its clients, has propelled RETAILATAM forward in the market to earn its status as South America’s Best Retail BPO Solutions Provider 2026. “We have also expanded into areas such as Retail Media and connected in-store experiences, where digital interaction is becoming increasingly important for both brands and retailers. It’s an area that we believe still has enormous potential in Latin America, especially in improving shopper communication and creating more dynamic in-store experiences.”, Daniel said. Looking to the future, Daniel concluded: “For RETAILATAM, the objective over the next several years is to continue growing as a strategic partner for retailers and manufacturers across Latin America, combining business knowledge, technology, automation, and artificial intelligence in ways that create practical solutions and real operational value for clients.” Contact: Daniel Sampietro Company: RETAILATAM Web Address: www.retailatam.com Headquartered in Santiago, Chile, operates across Latin America, RETAILATAM is on a mission to help companies across the retail sector better understand and manage their businesses. Its team works in partnership with leading companies around the world to streamline business processes, implement smarter operations, and improve the customer experience. We spoke with Founder and CEO Daniel Sampietro below, as RETAILATAM is named in the Global Excellence Awards 2026. Cover Image from left to right standing: Felipe Ruiz, Commercial Manager, South Cone and Sergio Cedeño, Retail Solutions Director, LATAM, from left to right seated: Jorge Mora, Commercial Director, CAM & Caribean; Ramses Landaverde, Commercial Manager, Andina region; Daniel Sampietro, Founder & CEO; Paola Jiménez, Commercial Manager, Mexico
10 | Acquisition International, June 2026 n open-enrolment public charter school with campuses across Texas, Ki Charter works with students from the first grade through to the twelfth grade, supporting their behavioural, academic, and developmental needs through these sites, which are located exclusively in residential treatment facilities, acute care facilities, and hospitals. Operating in these environments means that the team here work with a highly mobile group of highneeds students who are dealing with intense behavioural and psychiatric challenges. Exploring the process in a bit more detail, Ki Charter serves students who have been removed from school due to these challenges, which have severely impeded their learning. These students have then been placed in local psychiatric hospitals, such as the San Marcos Treatment Center, as a last resort, and they are admitted and discharged based on the clinical determinations of medical providers, with the district having little input when a child is discharged due to medical decisions and insurance reasons. This is where Ki Charter comes in: it educates the students who call these facilities home. Students in residential settings have an average length of stay of 150 days and in acute care setting, students usually only stay for around seven to ten days as they undergo acute stabilisation, before they are then transitioned into outpatient services. When their educational needs are picked up by Ki Charter, they are usually midyear or mid-course, with their history of challenges meaning that their prior schooling has been marred by significant disruption. As a result, these students have some of the most demanding needs of any young people in the country, and yet they are often underserved by their communities. Partnering with hospitals such as The San Marcos Treatment Center, Meridell Achievement Center, Millwood Hospital, Kingwood Pines Hospital, Canyon Creek Behavioral Health, Austin Oaks, Branches Arlington, Branches Fort Worth, University Behavioral Health of Denton, Collin Springs, Mesa Springs, Roy Mass Youth Alternatives, Clarity, Retreat 4 Kids, San Antionio Behavioral Health, as well as Texas State University in a partnership to develop the highest quality resident teachers, Ki Charter and its impassioned team help these students to develop the knowledge and the skills they need to become active citizens, something they achieve through an engaging curriculum and small class sizes. The more immediate purpose of this is to make the integration of these students back into their respective schools – which they will reattend after having completed their treatment at one of the locations where Ki Charter is based – as seamless as possible. It does by plugging gaps in their education and teaching them good character skills. The reintegration is often the most challenging part for students, but by advocating for them both in and beyond the classroom, Ki Charter offers everything they need to thrive. Going back to the beginning of Ki Charter’s journey, its start came in the spring of 2013, when Jerry Lager and Philip Muzzy met to discuss what education in a residential treatment facility should (and could) look like. They agreed it had to be something innovative, and this mutual understanding and shared vision would lead to the formation of the Ki Education Foundation. More people would join the team soon thereafter, and in the fall of 2014, Texas’ Commissioner of Education approved their bid for a charter school district. The resulting Ki Charter was founded on the premise of change. Its slogan, ‘every change has a story’, is a great example of this, chosen because the team here are not only educating students, but also changing the way they think about education. Students who attend Ki Charter receive intensive psychiatric evaluation and treatment- while Ki Charter ensures they do not fall behind in their respective studies. As for how exactly it does this, Ki Charter leverages the skills of a highly qualified group of teachers who are all content-area and special education certified, meaning that they can strike a balance between core instruction that meets individual needs while also pushing students to achieve more than they would in a traditional academic setting. The curriculum taught here is based on fully integrated socialemotional learning and consists of both project-based learning and STEM classes taught at the elementary, middle, and high school levels. Alongside this, students are also taught career and technical education (CTE) classes with vocational certifications and a number of credit recovery and acceleration options (including summer school) to see that they remain on track. However, as Jerry himself explained, the focus here is more long term: “We understand that not every student at Ki Charter will attend post-secondary education, so it is our responsibility to prepare them to become productive members of society before they leave our school. Through our vocational programming, CTE courses, and integrated STEM curriculum, we are accomplishing this goal.” Looking closer at the future plans of this open-enrolment public charter school, Ki Charter is preparing to open a handful of new campuses over the coming year, as well as developing a tangible and highly relevant certification programme that allows its students to attain key qualifications before they leave. This will allow them to progress into more skilled jobs in fields such as dentistry, giving these students a chance to gain meaningful employment and thrive in a job market that is facing unprecedented levels of competition – without having to stay in education. Interestingly, this is nothing new for Ki Charter, which has been offering qualifications for a long time as part of the vocational programming touched on above. Students have already come away with the likes of food-handling certifications and OSHA certification, and the welcome introduction of these new accredited programmes Serving students and their families at a critical juncture in their lives, Ki Charter stands as both a lifeline for hope and the foundation of a child’s academic success. The premier educational provider for students residing in residential facilities and day treatment centres, Ki Charter provides high-needs students with a career- and academic-focused curriculum to help them maximise their potential and grow to love learning. It then introduces them back into their respective schools with improved behaviour and fewer learning gaps. For more, we caught up with Superintendent Dr. Jerry Lager. A Most Dedicated Education Provider 2026 – Texas
is a great way for those who are unsure which route to take to gain some invaluable experience. “We strive to ensure that each student has the care and support needed to learn and grow, while creating a cohesive and safe learning environment for all.” Following all of this, it is unsurprising to learn that the outcomes of Ki Charter students since it opened its doors have been incredible, and there is a lot of data that the school has to show that the students here are highly successful. For instance, those who attend Ki Charter have higher average reading and Math 180 levels than those in traditional schools. A lot of this is down to the learning that is delivered here being tailored to the individual student, an approach that is essential given that the year may finish with only 10-20% of the students it started with, this due to the high mobility rates of students. Such a demonstrable impact across the lives of its pupils, along with the 100% employee retention rate mentioned above, are irrefutably two of the things that makes Jerry the most proud about the vision and mission he and his team have shaped through Ki Charter, simply as they reflect the time and effort they have put in to see that every student who passes through their ecosystem of learning and development ends up with best chance in life – a fate they would likely not be afforded at a more traditional school. Most Dedicated Education Provider 2026 – Texas Thus, as Ki Charter continues to show, every change really does have a story. Reflecting on its deserved recognition as the Most Dedicated Education Provider 2026 – Texas and being featured as the centrepiece of this year’s Non-Profit Organisation Awards, Jerry looked back over the last decade and shared what he believes is the greatest achievement of Ki Charter to date: “Serving tens of thousands of students placed in psychiatric facilities and seeing outcomes that would never have come to fruition without the great educators and high standards we strive for.” This is undoubtedly a feat worthy of acclaim, with the same able to be said for the reduced rates of recidivism and the nullification of the school-to-prison pipeline in those areas where Ki Charter works. It is clear then that this is a vital service for so many young people across the state of Texas, not to mention their parents, families, and communities. Capturing the spirit of the Non-Profit Organisation Awards perfectly, we urge anyone inspired by this truly transformative work to visit Ki Charter at the web address linked below. Contact: Jerry Lager, Ph.D Company: Ki Charter Web Address: https://www.kicharter.org/ Email: Jerry.lager@kicharter.org
12 | Acquisition International, June 2026 Most Dedicated Vulnerable Children Mental Health Support Charity 2026 – Texas Children are our future. Yet, countless children are impacted each day by complex trauma and are not always protected by the adults around them. Wellness Wings Foundation was born from this unfortunate truth, offering comprehensive mental health support that allows children in need to heal, grow, and rediscover hope. We took a closer look at this exceptional work below, as Wellness Wings Foundation was named in the Non-Profit Organisation Awards 2026. Contact: Jacquiline Medina Company: Wellness Wings Foundation Web Address: www.wellnesswingsfoundation.org Based in Austin, Texas, Wellness Wings Foundation was established in 2024 with the sole aim of providing essential support to the young people who need it most, including unaccompanied minors, migrant, refugee, and vulnerable children whose lives have been reshaped by complex trauma. Ultimately, the organisation envisions a world where these children can reclaim joy, build resilience, and embrace promising futures in spite of the hardships they have faced. Wellness Wings Foundation is operated by Founder Jacquiline Medina, who has led her life driven by a passion for helping others. Jacquiline first ventured into charity as a young child, volunteering to feed the homeless in New York City with her church and family. These early days planted a seed for the future, watered through countless altruistic initiatives throughout the years. Eventually that seed bloomed into Wellness Wings Foundation, allowing Jacquiline to use her passion to change the world one child at a time. Today, Wellness Wings Foundation operates as an established 501(c)3 organisation, with services and donations given to all children in need, regardless of their race, religion, or background. The organisation envisions a world where these children can overcome their hardships, and advocates for prioritising mental health throughout their journey towards recovery, empowerment, and integration into supportive communities. To bring this vision to fruition, Wellness Wings Foundation offers comprehensive mental health support tailored to the unique needs and circumstances of each child in its service. Its mental health support is designed to bridge the gap between just surviving and truly thriving, with dedicated care, resources, and activities that create a safe space for children to tackle their challenges and find a renewed sense of hope for their future. Each year, Wellness Wings Foundation dedicates itself to running a number of initiatives to promote and support the healthy development of children in need. These programmes include animal therapy, music therapy, art therapy, support for children with special needs and disabilities, horticulture therapy, poetry competitions and workshops, photo journalism workshops, acculturation support, and after school activities that provide children with a safe space to visit after school when home is not a comfortable environment. The support provided to children does not end there; Wellness Wings Foundation also delivers essential case management services to its children and their families. Its certified case management team works tirelessly to ensure that all needs are addressed in the best interests of each unique child, providing invaluable resources, referrals to community partners, and unwavering support. Whilst these spectacular services have made an incredible impact on the lives of countless children around the world, Wellness Wings Foundations recognises that it takes a village to achieve true change. Its team offers myriad community connection solutions for this very reason, taking a wrap-around approach that creates a child-centred focus. This ensures the continued successful development of its children’s futures, allowing them to feel supported and connected within their communities. Wellness Wings Foundation has made significant strides in its mission to empower vulnerable children experiencing complex trauma. The company has raised awareness across approximately 80 countries, founded four impactful projects, and delivered essential support to three communities in need since its establishment in 2024, and intends to support a staggering 415,000+ children within the next five years. For the remarkable results accomplished in just two years, and its unwavering ambition to achieve even more, Wellness Wings Foundation has been named Texas’s Most Dedicated Vulnerable Children Mental Health Support Charity 2026.
June 2026, Acquisition International | 13 The Wealth Management Partner You Can Trust ased in Brea, California, InvestLinc Wealth Services is a financial firm offering comprehensive financial planning and wealth management services to high-net-worth individuals, families, and business owners. The firm has built a reputation as a trusted partner for clients seeking expert financial guidance, including earning recognition as the USA’s Best Independent Financial Planning and Investment Advisory Firm 2026 in the Business Leader Awards 2026. At the helm of this leading firm is West Cohan, Chief Executive Officer, Chief Investment Officer, and Wealth Manager at InvestLinc Wealth Services. Insurance licensed in life, health, disability, and property and casualty, West is a practical and pragmatic professional who was drawn to the world of wealth management after witnessing firsthand the ways in which effective financial planning can change lives. “My father suffered a massive stroke at age 50, forcing my mother to learn how to manage household finances overnight and provide caretaking at the same time,” he told us. “This taught me the importance of financial planning and managing money. I love how everyone can benefit from financial planning, and the positive impact it can make in your life.” Driven by this passion, West earned his bachelor’s degree in economics from the University of California, Los Angeles, in 2012. He has gone on to achieve much more throughout his professional career, passing the Series 65 investment examination and completing the Certified Financial Planner and Accredited Investment Fiduciary programs in 2019. West entered the industry in 2012, working as an Administrative Assistant at InvestLinc Wealth Services. From there, he worked his way up through every position within the organisation. After obtaining the necessary licenses and expertise, West graduated into the role of Insurance Planner in 2013. He expanded his services the same year, branching into the investment side of the business as a Wealth Manager. From 2017 to 2019, West held the role of Chief Compliance Officer at InvestLinc Wealth Services. After that, he rose even further within the organization, first being appointed Chief Investment Officer in 2019 and then Chief Executive Officer in 2024. West has made significant contributions to the landscape of InvestLinc Wealth Services throughout his time with the firm. “When I first took over as Chief Investment Officer in 2019, we were managing roughly $30 million of assets,” he reflected. “Now in 2026, we are managing over $120 million.” Of course, success has come with challenges. For West, one of the largest challenges in this field has been developing a distinctive investment philosophy that works in all market cycles. In a market that can often be irrational and unpredictable, West drew great strength from mentors Warren Buffett and Howard Marks. Buffett taught West about the importance of patience and high quality assets, whilst Marks taught him about market cycles and the importance of humility. West has learned many valuable lessons along the way, honing many qualities that he attributes to his significant success. “The most important quality is to be 100% honest even if it’s uncomfortable,” he said. “Being analytical helps assess investment opportunities. The ability to communicate clearly and to simplify complex topics is critical to mutual understanding. Managing emotions during downturns adds a lot of behavioural alpha to your portfolios.” He added: “Ultimately, it’s about loving your clients. If you truly love them and treat every client like family, the rest will take care of itself.” Driven by a passion for money management and an unwavering commitment to his clients, West Cohan has emerged as a leader in his field. Through his carefully developed expertise, the financial advisor has helped countless clients better manage their wealth and protect their future. For this reason, we at Acquisition International are delighted to recognise West as the USA’s Wealth Management Leader of the Year in the field of High Net Worth Financial Advisory. Contact: West Cohan Company: InvestLinc Wealth Services LLC Web Address: www.investlinc.com When it comes to managing your wealth, partnering with a financial advisor you can trust is essential. For over a decade, West Cohan of InvestLinc Wealth Services has proven himself to be exactly that, offering expert wealth management services that place his clients at the heart of the strategy. We spoke with West to learn more about his journey, as he and InvestLinc Wealth Services are named in the Business Leader Awards 2026. B
14 | Acquisition International, June 2026 Best Orphan Support NPO 2026 – Riyadh nsan Charity Committee for Orphan Care is a non-profit organisation dedicated to empowering orphans and their carers/families through sustainable development, institutional excellence, and structured social participation. The approach favoured by this NPO sees it move beyond traditional welfare and instead adopt a developmental model that blends empowerment, capacity building, and community engagement. This sees holistic support provided to orphan children across educational and social spheres. Some of the initiatives carried out by Ensan include support with housing an orphan and offering a stable placement, providing them with a dignified life, as well as delivering winter clothing, this as part of a seasonal project operated by the team here to meet the needs of families over this season. The organisation calls for sponsors to help cover the basic needs of orphans for a full year, with this support not only helping out children in need, but also being a cornerstone of Islam, KSA’s state religion. Thanks to a combination of donations and the work the team behind Ensan carry out every day, there are a number of success stories of orphans who have gone on to achieve great things with help from this organisation. One example is Abdullah Al-Ghamdi, who came to Ensan following his father’s death. He was just four years old at the time. His remaining family accessed all of Ensan’s services, including its social club, and it was in this setting that Abdullah was supported by his teammates and the supervisors alike. Learning the spirit of leadership and social responsibility from the club, Abdullah quickly became ambitious and optimistic about his future. Joining a top university’s medicine department after completing his secondary studies, Abdullah excelled across his time at the institution, before going on to secure a role in the ICU at King Saud Medical City. Since then, he has even been promoted to its clinical director of onduty nursing. His story is indicative of Ensan’s approach, which looks to develop every aspect of a person. As Saeed told us: “Ensan’s mission is centered on empowering orphans and their families through sustainable development and active community integration.” Directly resonating with the Mu’een Initiative, which was launched in 2021 to position volunteer engagement as a structured, purpose-driven journey as opposed to a one-time activity, and has reached nearly 500 participants in more than 40 organisations since, this NPO is aligning itself with change – which is exactly what the Mu’een Initiative was created to deliver. The Mu’een Initiative was first piloted in Riyadh, where Ensan itself is based, to validate the model and redefine the delivery framework, before it expanded to all regions of the country thanks to structured collaboration with 13 orphan-care associations. This expansion reflects the scalability and institutional readiness of the model, which has today positioned itself as a nationally aligned beacon of volunteer empowerment, both in KSA and across the MEA region. “Through strategic initiatives such as Mu’een, Ensan advances structured volunteer development, builds institutional volunteer readiness, and fosters long-term community impact.” Ensan’s implementation of the Mu’een Initiative has had major implications across the world of orphan volunteering, as before it came along this was a space suffering from repeated confusion, high withdrawal rates, and fragmented opportunities. For instance, Saeed shared: “Prior to Mu’een, our organisation received an average of 15-20 recurring advisory requests related to volunteer engagement, indicating structural gaps in clarity, guidance, and sustainability.” Today, this number has declined, sitting at approximately 3-5. This lower number can be attributed to the data-driven approach employed by Ensan, which used the Pareto Principle to identify that a small number of recurring challenges accounted for close to 80% of volunteer withdrawal and engagement issues. With help from this insight, the team here were able to develop structured learning modules, standardise pathways for their volunteers, and set continuous feedback mechanisms in motion. However, this is just the beginning, as now this environment boasts structured volunteer journeys, clear engagement pathways, and sustainable participation, many other positive impacts have also been felt. These include more confident volunteers, improved efficiency amongst organisations, and a 97% stakeholder satisfaction rate. Yet, more than this, the truly award-winning aspect of Ensan’s work lies in institutionalising volunteer excellence at scale, with Mu’een itself achieving an equally long and impressive list of successes. Explaining in more detail the synergy behind this collaboration, Saaed told us: “Mu’een differentiates Ensan by transforming volunteerism from reactive mobilisation into a nationally scalable empowerment ecosystem. Unlike fragmented or short-term initiatives, Mu’een integrates awareness-building, education, operational enablement, and leadership development into a cohesive volunteer journey.” Then there is its scalability, which is evidenced by its growth from 24 beneficiaries at launch to 70+ today. “Mu’een’s selection among the top 25 distinguished volunteer initiatives nationally confirms its credibility and benchmark status within the sector.” To summarise, having successfully engaged more than 480 participants, collaborated with over 40 organisations, expanded beneficiary reach from 24 to 70+, achieved 97% stakeholder satisfaction, and extended its impact across KSA through 13 orphan-care associations, it is clear that Mu’een has helped drive participation across orphan volunteering. Beyond these metrics, it has also demonstrably strengthened volunteer role clarity, improved organisational readiness, and created a replicable framework supporting long-term retention. Working nationally across the Kingdom of Saudi Arabia, Ensan Charity Committee for Orphan Care supports both orphans and orphan mothers alike, through provisions including stable housing and clothing drives. The Muslim faith urges its followers to stand by the orphan and inform him of the tenderness of fatherhood and affection, with those who do being rewarded. It is in this spirit that this NPO operates, with help from the pioneering Mu’een Initiative. Saeed Algarni told us more about this following Ensan’s recognition here with an award. E
Best Orphan Support NPO 2026 – Riyadh By embedding data-driven planning, stakeholder engagement, and scalable implementation frameworks, as well as aligning itself with the principles of the Mu’een Initiative, Ensan Charity Committee for Orphan Care ensures social value creation is measurable, sustainable, and aligned with national priorities. Thus, through Mu’een, Ensan has achieved a systemic transformation in volunteer development across the non-profit sector. More about the work that Ensan is doing with KSA’s orphan community and the change Mu’een is enacting by transforming volunteerism into a national empowerment ecosystem can be found by visiting the web link below. Contact: Saeed Algarni Company: Ensan Charitable Society for Orphan Care Web Address: https://ensan.org.sa/
16 | Acquisition International, June 2026 Live Marketing Businesswoman of the Year 2026 (South America): Cristiana Gil & Management & Organizational Culture Excellence Award 2026 ased in São Paulo, Brazil, Eventesse is a live marketing agency specialising in creating unique and memorable client experiences underpinned by disruptive creativity and cutting-edge technology. Its in-house team, overseen by COO Cristiana Gil, comprises professionals from across planning, creative, productions, logistics, client service, and RSVP, with these members working in harmony to create live marketing solutions that foster personal, deep-rooted relationships between a client’s brand and their target audience. Eventesse is grounded in the values of innovation and excellence, and these serve as the foundation of an approach that takes big ideas and turns them into unique, impactful events, complete with measurable results. The power of creativity guides the initiatives Cristiana and her team deliver, and she believes it is this force that will shape their future in live marketing, leading to more experiences that engage, transform, and resonate with audiences in a responsible and unforgettable way, as they have offered for more than 15 years. Behind this 15-year journey of live marketing success, across which the company has delivered incredible experiences for the main stakeholders of major brands – this thanks to its complete solutions and specialised verticals in events, incentives, and promotional marketing – is a value proposition based on four pillars. These span a collaborative relationship, an ‘all in-house’ strategy to eliminate the surcharges of fourth-party suppliers, encompassing support through a workflow management tool, and a traceable/auditable process. The expert team behind Eventesse are the ones responsible for upholding these pillars, and their passion for marketing and the positive impact it can have on people’s lives is what encourages them to not only embody these principles, but to build win-win relationships with their clients and prioritise ESG practices across their delivery. Ultimately, the intention is to work for the balance of relationships and create a better world. This is an ongoing commitment for Eventesse, which is true of their training more broadly. Whilst every member of Eventesse is deeply experienced in their own right, they are all afforded an annual training schedule spanning 80 hours, across which technical and behavioural topics are both covered, promoting constant evolution across all aspects of soft and hard skills. Given the nature of this work, a big part of the training the team do is to participate in events, fairs, and festivals, absorbing everything and sharing ideas on how this can be applied to their daily work and enhance the delivery of their marketing. Cristiana plays a key role across this entire process, and since becoming a partner in the agency in 2024, has led an internal growth strategy that has tripled the size of the team in less than 12 months and doubled annual revenue in her first fiscal year in this position. This is just the beginning, as the organisational culture and internal structure of Eventesse has also shifted, with new departments being introduced to ensure consistent delivery, scalability, and preserved customer satisfaction define every stage of the client experience. Eventesse has carved out a name for itself as an award-winning operation as a result, with Cristiana believing that its ability to turn strategy into measurable results, all whilst maintaining a focus on quality and people, is something that particularly sets it apart. Recognition has followed, with the agency earning several awards and certification and ultimately becoming the reference for live marketing in Brazil. Cristiana has also earned her fair share of acclaim, recognised as one of the leading businesswomen in the sector. “As a businesswoman, I value inclusive leadership, talent development, and data-driven decision making, ensuring sustainable growth and positive impact for clients, the team, and partners.” With Cristiana Gil at the helm, supported by other key members of the team here, such as Milena Sakamoto, who founded Eventesse, the future is bright for one of Brazil’s leading live marketing agencies as it continues to work towards its goal of making every experience amazing. More on how it achieves this can be found at the website link below. Contact: Cristiana Gil Company: Eventesse Web Address: https://www.eventesse.com.br/ Live marketing sees real-time interactions created between brands and audiences, driving better engagement and building deeper emotional connections than can be achieved through traditional advertising. From live events like trade shows and product launches to live streams on platforms like Instagram and YouTube, live marketing covers a number of channels where consumers are based. Eventesse has become synonymous with live marketing in Brazil, and with COO Cristiana Gil being honoured here with a duo of well-deserved awards, we spoke with her for more. B Eventesse
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