The rapid acceleration of artificial intelligence has fundamentally altered the business landscape, yet three seasoned professionals believe the most critical leadership skills remain profoundly personal. Marko Ilincic, Mike Hurst, and Fiona Wright, co-founders of leadership consultancy AhaMo, bring decades of combined experience from global powerhouses including The LEGO Group, Disney, and Hasbro to their mission of developing authentic leadership capabilities. Their consultancy, launched in September 2024, has already partnered with over 40 clients, demonstrating the urgent demand for their people-first approach to leadership development.

Speaking exclusively to The Executive Magazine, the trio reveal how their collective expertise in building high-performing teams across international markets has shaped a unique philosophy that positions interpersonal skills as the ultimate competitive advantage. Their journey from corporate leadership roles to entrepreneurship offers valuable lessons for senior professionals navigating the delicate balance between technological innovation and organisational culture. As businesses grapple with maintaining team engagement whilst adopting AI solutions, these founders present a compelling case for doubling down on the distinctly human elements of leadership that no algorithm can replicate.

You recently celebrated your successful first year in business. Could you share the ‘Aha Moment’ that brought the three of you together to found AhaMo?

Marko Ilincic: “Our story really begins with a long-standing professional relationship. Marko Ilincic had been a client of Mike Hurst for many years, leveraging Mike’s incredible superpowers to help build even stronger leadership teams across the many commercial roles Marko held around the world with The LEGO Group.

“About eight years ago, while Mike was visiting Marko in Singapore, an informal dinner led to a discussion about joining forces. We talked about creating a different kind of leadership performance consultancy – one built on our shared experiences. Over the years, that idea continued to evolve until about three years ago, when the timing finally felt right for both. The conversation shifted from “what if” to “how do we make this happen,” and the idea went from a dream into an action plan.

“Having both known and worked with Fiona Wright for many years, we knew she was the missing piece of the puzzle. We approached her to join us, as her unique blend of experience and skills perfectly complemented our own. The three of us have never looked back. We officially launched in September 2024, and we’ve celebrated a terrific first year of trading, having had the privilege of working with over 40 different clients.”

How did your collective experiences from your previous careers shape the philosophy behind AhaMo?

Marko Ilincic: “Our collective time in global organisations taught us many powerful lessons, but three stand out as particularly foundational to our work today.

“First, everything begins and ends with people. Success, whether in a team or an entire business, depends on deeply understanding what people need, what motivates them, and how to build trust by consistently delivering on your promises.

“The second is the principle of customer centricity, which goes far beyond good service. Within retail and consumer brands, the most successful organisations are relentlessly focused on the customer experience. They listen, adapt, and innovate constantly. That mindset is at the very heart of AhaMo. We aim to be customer-obsessed, designing every interaction and every programme around the specific needs and ambitions of the leaders and organisations we partner with.

“Finally, we learned the power of a strong, purpose-driven brand. Working with iconic brands like LEGO, Disney, and Hasbro showed us that great companies create products alongside meaningful experiences and emotional connections. That insight shaped our belief that leadership development should feel the same: authentic, engaging, and built around a clear sense of purpose and impact.”

What was the biggest assumption when you started, and how has it been challenged or validated? What’s the biggest lesson you’ll carry into year two?

Mike Hurst: “Our biggest assumption was that trust would be the absolute foundation of everything, and our first year has validated this beyond a doubt. We believed that genuine relationships are what matter most. Being there when clients need you, delivering what you promise, and never forgetting that your purpose is to serve their needs is critical. The rapid growth of our business and the high number of deeply engaged clients have confirmed that this people-first approach is what leaders are looking for.

“The biggest lesson we’ll carry into year two is that an exceptional customer experience forms a core business strategy. It drives loyalty, referrals, and sustainable growth. Our commitment moving forward is to continue living our client promises every single day, ensuring that every interaction is built on that foundation of trust and service.”

What has been your most surprising learning about what leaders need in this AI-driven business climate?

Fiona Wright: “What has surprised us most is that despite all the hype, excitement, and concern around AI, the greatest need leaders have is profoundly human rather than technical. Yes, they are curious about AI and want to leverage it for a competitive advantage, but what they crave is clarity and confidence in leading their people through constant uncertainty. They want to know how to keep their teams engaged, creative, and resilient in a world that feels increasingly unpredictable.

“This reinforces a powerful truth: AI amplifies the importance of interpersonal leadership rather than replacing it. Recent research on leadership confirms that skills like empathy, adaptability, emotional intelligence, and communication remain highly relevant; they are becoming the ultimate differentiators because they address what AI cannot: navigating social complexity, building trust, and leading with purpose through change. The leaders best positioned to drive innovation are those who skilfully combine these interpersonal skills with AI literacy.”

Why is learning from real-world leaders more critical than ever in the age of AI?

Mike Hurst: “AI is a brilliant tool for boosting efficiency and providing access to vast amounts of knowledge, but when it comes to the deep work of shifting mindsets and changing behaviours, nothing replaces personal interaction. Real transformation happens when people feel safe enough to explore new ideas, reflect on their actions, and challenge themselves to grow. That requires authentic, face-to-face engagement.

“There are specific gaps that only humans can fill. An algorithm cannot replicate the emotional context of a difficult conversation, show genuine empathy, or make nuanced ethical judgments. More importantly, foundational elements like building trust and creating psychological safety, the very conditions required for teams to innovate and thrive, are born from person-to-person relationships. You cannot simulate the experience of inspiring a team with a shared purpose or unlocking creativity through collaborative energy. Ultimately, leadership development is an experiential process, not an automated one.”

Is there a risk that as companies invest in AI, they’ll deprioritise people-focused development? What role do interpersonal skills play in an automated world?

Fiona Wright: “Deprioritising people-focused development in favour of AI would be a serious strategic mistake. As automation handles more routine tasks, the true differentiator for any organisation will be its uniquely interpersonal capabilities: creativity, critical thinking, emotional intelligence, adaptability, and collaboration.

“Far from making these skills obsolete, AI amplifies their importance. The smartest leaders will seize this as an opportunity to invest more time in developing these interpersonal strengths in themselves and their teams. These are the capabilities that drive innovation, build resilience, and shape a strong organisational culture, the very qualities that enable a business to thrive in uncertainty.

“Research supports this emphatically. The World Economic Forum’s Future of Jobs Report 2025 predicts that skills like creative thinking, resilience, leadership, and social influence will be among the fastest growing in demand. In addition, a global study by Workday found that 83% of employees believe AI will make interpersonal skills more critical, and 76% crave more personal connection at work as AI adoption accelerates.”

For leaders feeling overwhelmed by the pace of change, what’s one practical, people-focused action they can take tomorrow?

Mike Hurst: “Embrace AI for efficiency, but double down on personal connection.

“Start tomorrow by asking yourself a simple, intentional question: “What impact do I want to have on my team today?” Then, check in with them: “Did I have the impact I intended? Was it the one you needed?” This simple act of setting an intention and seeking feedback builds trust, resilience, and performance, especially in fast-moving environments.

“When you’re leading through change, remember that you need not have all the answers. Your role is to ask the best questions, help your team find clarity, and support them as they navigate their days. And if you’re the one feeling overwhelmed, pause before you power through. Ask yourself what you need. Take a moment to reflect, reset, and refocus. Where can you make the most meaningful difference today, for your team and for yourself? Then, try to let go of the “stuff” that’s creating noise.

“Leading well starts with leading yourself, not ignoring yourself.”