By Thomas Chollet, CEO and Co-Founder, Unite Caribbean Group
Â
Taking the time to reflect as a leader is a deep and humbling discipline that goes beyond simple self-assessment or evaluation; it is essentially a journey youâd take into one’s experiences, decisions, and influences that youâve had on others. As I sit down to take the time to reflect on the past 12 months of this year, I am enfolded with emotions. This year has been a significant chapter in our journey at Unite Caribbean Group, one marked by both milestones and challenges, like many other companies. We have spent time fortifying our foundation and expanded our capabilities to create of group of Caribbean change makers, while simultaneously being reminded of the intricate combination of the international development industry
On one hand, we have much to celebrate. Weâve reached the pinnacle of our creation cycle with the establishment of two NGOs to fully become a group of specialised international development organisation, opened new offices in French Guiana and the Dominican Republic, and successfully partnered with UK development organisations and international foundations to develop new responses to local needs, Additionally, our cooperation with local governments has blossomed into opportunities that will allow for us to work on meaningful contracts that underscore our shared trust and commitment. It is a reminder of the impact we can create when we choose to work together, driven by a shared vision for the future.
Yet, with every milestone achieved, we are compelled to confront our challenges. I see Unite Caribbean as a disrupter in the international development market; we use management consulting approaches to solve social, economic and environment development issues in the Caribbean. As a small, international yet Caribbean-based Group, we find ourselves navigating a landscape often riddled with clutter and existing frameworks that make it rigorous to address the most pressing development issues in the region. Experts too often are recruited without knowledge of the uniqueness of the region, its political landscape and historical developments, climate inactivity, difficulties in conducting business, and resource constraints. Too often, Unite Caribbean is tasked with collecting data or organising meetings with key stakeholders in the region, while the analytical work and expertise are being brought on by Western countries. This situation highlights a reliance on external resources for analysis, which can undermine local capacities and perspectives.
Unite Caribbean is changing the game, our 20+ in-house management consultants from 8 nationalities located across the region are bringing more than that:
– This year has underscored the critical need for a strong talent management strategy. We aim to recruit top talent from across the CaribbeanâEnglish, Spanish, Dutch, and French speakersâwho are passionate about driving change. Our success hinges on nurturing our current team and ensuring everyone feels empowered and engage.
– We need to educate and demonstrate to our clients and partners that a locally based organisation can drive more effective and sustainable development from within the region.
Through these trials, I have learned invaluable lessons that have permanently shaped my leadership philosophy. I understand now more than ever that itâs imperative to communicate openly with our clients and within our team. We should embrace the opportunity to educate our clients and partners by sharing our knowledge and tackling difficult concepts. As leaders, we must be present, offering continuous support and mentorship for our team to succeed âacting as a strong voice in the room, yes, but also a humble listener.
As we look forward to the year ahead, my vision is clear and ambitious. As a newly established Group with 2 distinct yet complementary branches, weâll aim to start a new cycle of growth; getting closer to the development needs of the countries through redefined geographic and sectoral strategies, engaging with our development partners to advocate for inclusive changes and a peer-to-peer approach, and ensuring a symbiotic relationship between our consulting efforts and our NGOs. Weâll also work to develop and expand our team and reaffirm our dedication to tackling urgent issues like social inclusion and climate vulnerability, by creating a comprehensive HR growth plan.
As I wrap up this reflection, I have hope that the Unite Caribbean Group will succeed. Regardless of our geography, gender, or origin, our combined voices have the ability to effect significant change by transforming obstacles into chances for development and change. Onward, we must remain committed to fostering an inclusive environment where all Uniters can thrive, as the best ideas often come from unexpected sources.