Interview with Salvatore Maisano, CEO AND FOUNDER OF THRONE FZE

How Lack of Diversity Undermines Competitive Advantage for Companies.

Salvatore brings over two decades of executive leadership experience, having worked with global industry giants like TATA and Nokia. Now serving as a trusted advisor and board member, he focuses on applied AI solutions in telecom and manufacturing, collaborating with companies such as Avanseus, Boldyn Networks, and Signify.

Living and working across China, Singapore, India, Turkey, and the Middle East, Salvatore has developed a deep understanding of navigating diverse cultural landscapes.

Salvatore's career path provides important perspectives on the changing dynamics of leadership, diversity, and allyship. Having years of experience in global business, he has witnessed firsthand the evolution of the workplace and acknowledges how much more progress still needs to be made. His thoughts on managing unconscious biases and involving men as supporters demonstrate the significance of intentionally promoting inclusive settings.

During his professional journey, Sal has observed how subconscious prejudices influence choices made in the workplace. "It's more than just about gender," he explains. “Bias can show up in the way we view names, age, physical appearance, or cultural background.” He emphasises that individuals frequently base hiring choices on intuition without realising that their judgment could be swayed by personal biases.

A crucial moment in his journey occurred when recruiting for a regional leadership role. The top candidate was a female, but her selection was doubted because of safety concerns that were believed to exist.

“I requested HR to take into account female candidates for a sales director role in Africa. The reply I received was, ‘Handling Nigeria is too risky for a woman.’”
Sal remembers how that moment made him realise how we often exclude others without even noticing it. This was simply caution masked as fear. Biases prevent us from allowing others the opportunity to demonstrate their abilities.

This event marked a crucial moment in his realisation of how unintentional choices can restrict diversity even with good intentions.

He stresses the importance of companies implementing policies that specifically target unconscious bias in their hiring and promotion procedures. "It's all about being conscious. Organizations need to design their procedures in a way that promotes fairness for everyone involved."

Sal stresses the importance of men actively supporting women in leadership and decision-making, not because they have to but because they truly recognize the value women bring. "Allyship involves establishing environments in which every person's perspective is acknowledged." The focus is not on providing women with a benefit, but on making sure they have equal chances to make a difference and thrive. He emphasizes that leadership teams improve in strength and innovation by incorporating a variety of viewpoints.

After living and working in various countries, Sal discovered that the approach to inclusive leadership varies based on the cultural setting. In certain locations, the difficulty lies in placing women in positions of leadership. In some cases, it involves ensuring that their input is valued once they arrive. He discovered that being exposed to various cultures expanded his perception of inclusivity.
To Salvatore, inclusion goes beyond being a policy or a checklist—it requires a change in mindset. He thinks organizations require more than just diversity quotas; they must create environments where all employees feel appreciated and empowered. "If you focus only on hitting numbers, people—both men and women—will see it as artificial. True inclusion happens when people feel they belong and know their contributions matter."

"The best companies attract the best people, and the best talent is drawn to inclusive workplaces," Sal explains. "If half the workforce is made up of women, and a company doesn’t treat them well, those women won’t want to work there. If I don’t promote diversity, I’m not just missing out on talent—I’m losing a competitive edge. Talent thrives where there’s respect and inclusion. By avoiding biases, we ensure we don’t push great talent away. People make companies, and if we lose that talent, we lose our advantage."

He emphasises that inclusivity is a business necessity, not just a moral stance. "If you don’t have the talent you need, you’ll be forced to compensate in other areas," he warns. "For instance, if I offer a poor-quality product, I’ll have to lower the price to stay competitive. In the same way, if you don’t have top talent driving innovation and product development, your business will suffer. You’ll end up compensating in ways that might hurt the company—potentially leading to layoffs or losses down the road. In the end, it’s a cycle, and if you neglect talent, it can take the whole organization down."

Salvatore's insights highlight the direct link between diversity, talent, and sustainable business success. "To stay competitive, companies must embrace diversity. It’s not just the right thing to do—it’s essential for staying in the game."

His insights remind us that achieving true inclusion requires more than policies and promises. It necessitates a mentality of being open and taking action from all individuals, particularly those in positions of leadership.


By:                                                              
Carla de la Vega and Noopur Bangar

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