Dr Avi Global

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Dr Avi Global

Dr Avi Global (formerly Energesse) provides transformational products and programs to help leaders and managers achieve their business growth goals.

Dr Avi is a global expert in the science of business management, growth and human performance. He is on a mission to help 1 billion lives experience health & wellbeing. After helping thousands of leaders & managers through complex business challenges including the COVID-19 crisis, he expanded his company and innovations globally to help them develop financially thriving organizations, resilient em

ployees and customer-centered systems. Dr Avi’s breakthrough thinking in energizing positive human behavior, leadership decision-making and innovative technologies helps leaders achieve their management objectives as well as personal performance. He enlightens you with creative methods to achieve greater leadership and transform customer and employee experiences in ‘the new normal’. His product innovations in HR, Marketing and Emergency & Disaster Management won him a global award from the prestigious International Hospital Federation (IHF) for going ‘Beyond the Call of Duty in COVID-19’. Dr Avi’s advice is highly valued by leading organizations, and has spoken at world stages in conferences such as the World Congress of Prevention & Wellness, and World Mental Health Day, alongside notaries such as His Holiness The Dalai Lama, government leaders and top corporate CEOs. He has partnered & advised major organizations such Pfizer, Apple, Microsoft, BUPA and many others. As a polymath, his unique talents as a successful doctor, digital entrepreneur, corporate innovator and award-winning creative in film and music inspires excellence and energizes your mental, emotional and physical performance.

20/04/2026

There’s a quiet trap I see with most professional services CEOs and from the outside, it looks like growth.

Revenue is coming in.
Clients are there.
The business is moving.

But underneath it…
Everything still depends on you.
You’re in the key conversations.
You’re closing the important deals.
You’re the one holding it all together.

And at some point, you realise:
You haven’t built a business.

You’ve built a very demanding job.

I’ve seen this pattern across hundreds of firms.

Not because they lack capability.

But because the way the business is structured still revolves around the founder.

Growth without leverage always hits a ceiling.

This month, I’m working with a small group of professional services CEOs to shift that.

Not just more revenue.

But a business that can actually move without you being at the centre of everything.

If that tension feels familiar, you’ll know.

And if you’re serious about fixing it, you know what to do.

06/04/2026

There’s something about Easter that invites a quieter kind of reflection.

Not the loud, celebratory kind, but the kind that asks you to pause, to reset, to consider what you’re carrying… and what you’re ready to let go of.

Because at its core, Easter is not just about renewal as an idea.
It’s about renewal as a decision.

A decision to begin again.
To lead again with clarity.
To show up again with intention.

So wherever you find yourself this season whether in momentum, uncertainty, or somewhere in between take this as your moment to reset the lens.

Not everything needs to be figured out.
But something can be re-aligned.

Wishing you a meaningful Easter one that brings not just rest, but perspective, and not just hope, but direction.

To your next breakthrough.

30/03/2026

Hi everyone,

I’m hosting a live workshop on Thur, 2nd of April 2026 on using AI for Sales, tailored to Consultants, Practice Owners & Expert businesses. Generate more booked calls and faster closes.

Register here and you’ll also get the recording!

https://activesalesengine.draviglobal.com/

18/02/2026

Is your 2026 strategy built from the 'Inside Out' — or the 'Outside In'?

This is the question I keep coming back to when sitting with Founders & CEOs planning the year ahead.

CEOs have no shortage of ideas.
Opportunities everywhere.
New initiatives constantly emerging.
A long list of things that can and need to be done.

Too much to do — not enough clarity on what truly matters.

What I usually see:

The CEO proposes a strong set of ideas to fix problems and pursue opportunities. Few disagree.
Department Heads add projects to support the goals.
Everything gets consolidated into one comprehensive plan — projects, goals, measures aligned. It looks thorough and reassuring.

In more stable markets, this inside-out approach used to work.
Strong ex*****on and experienced teams could carry the business forward.

Those conditions are disappearing.

Markets are shifting.
Customer behaviour is changing.
Employee turnover is higher.
AI is reshaping nearly every industry.

In this environment, ex*****on alone doesn’t compensate for a misaligned strategy.

This is usually when I’m called in — when lag indicators start to show:

Revenue flatlines.
Margins tighten.
Competitors quietly take share while the strategy still “makes sense” internally.

The problem isn’t effort.

It’s Strategic Architecture.

Here’s what shows up again and again:

→ Strategy built around 'internal' ideas rather than deep 'external' market insights
→ Teams optimising what they know how to do while customers move elsewhere
→ Strategic initiatives diluted by operational urgency because governance isn’t separated

I’ve seen this across different businesses.

A retailer losing share while refining products as customers traded down.
A premium manufacturer losing share as lower-cost substitutes reshaped the category.

Teams were busy.
They just weren’t working from the market back.

What needed to change wasn’t more projects. It was how strategy was formed.

Leadership separating Strategic Governance from Operational Governance.
Protected time to analyse customers, competitors, pricing, and category growth.
Then shifting priorities and resources to reflect the external market.

That distinction matters more than most executives realise.

When strategy is built inside out, ex*****on amplifies blind spots.
When strategy is built outside in, ex*****on compounds insight.

So as you execute 2026 — is your strategy "Outside-In"
or an 'Inside Out' collection of good internal ideas competing for resources?

PS: If you’re unsure whether your current strategy process is fit for the next 18 months, DM me about a Strategy Session.

PPS: Breakthroughs often start by redesigning how strategy gets built — not by adding another initiative.

07/01/2026

Most leaders don’t fail because they lack intelligence.
They fail because they’re operating with blind spots they can’t see and rarely hear about.

As many CEO's reflect on the year gone by, and the next one ahead, this hit me again recently during a quiet conversation with a GM of a pharmaceutical company who was genuinely puzzled about the right steps forward.

The numbers were slipping.
The strategy made sense on paper.
The team was capable.

Yet something wasn’t landing.

What struck me wasn’t the problem itself, it was the confidence with which it was being defended.

Here’s the uncomfortable pattern I keep seeing.

According to research published in Harvard Business Review (Tasha Eurich’s work on self-awareness), 95% of people believe they’re self-aware, yet only about 10–15% actually are.

Which means the default state for many CEOs isn’t ignorance.
It’s overconfidence about self-awareness.

High-stakes decisions being made with incomplete “self data.”

And when that gap exists at the top, it doesn’t stay contained.

Leadership research from Korn Ferry shows that poorer-performing companies carry significantly more leadership blind spots — and their leaders are far more likely to score low on self-awareness. When accurate feedback doesn’t land, blind spots compound and we can literally see the impact in weaker returns.

That gap shows up in predictable ways.

Strategy gets distorted - because dissenting signals don’t land.
Culture erodes - because people learn that truth is unsafe.
Ex*****on slows - because your best people disengage when reality can’t be discussed openly.

None of this happens overnight.
It happens quietly. Gradually. Reasonably.

And that’s what makes blind spots so expensive, they don’t feel dangerous while they’re forming.

In our work with founders and CEOs, the real unlock is rarely more information or smarter frameworks. It’s creating a system where honest appraisal can exist without threatening identity or authority.

Because the strongest leaders aren’t the ones with the fewest weaknesses.
They’re the ones with the fewest unknown ones.

So here’s a question worth sitting with:

As your business grows, are your blind spots shrinking or are they compounding quietly with your scale?

That answer usually explains more about performance than any strategy deck ever will. And if you're still puzzled on the right move forward, and no one's giving you a truly honest opinion, DM me for a chat.

06/01/2026

How much are you actually paying attention to the emotional state of your team?

In coaching many founders and CEO's with their challenges, I found that those that remained positive through deeply concerning crisis time and revenue dips, were more able to pull their businesses out of those situations.

A couple of years ago, during the Gallup Conference, Gallup CEO Jon Clifton talked about the 'Emotional Economy' in the workplace.

As leaders we often get tunnel vision on the goal of achieving KPIs and driving results that sometimes, we forget how big a role we play in the emotional wellbeing of our teams and how it actually impacts the same results that we want to achieve.

Traditional leadership thinking would probably say something along the lines of:

"I'm a CEO, it's my job to lead my team and drive results no matter what."

"Results are what matters most, everything else is just extra."

"Don't be emotional (which often means don't get sad or angry). Emotions should be left at the door before they enter the workplace. Emotions and work shouldn't be mixed"

As CEOs, and leaders we need to understand that the workplace is evolving, and that the old way of doing things is unsustainable leading to burnout, a disengaged workforce and unaligned workplace culture, and some of the shifts in the CEO role I've observed are:

1. The role of a CEO is evolving.

Rule #1: Create value for customers.
Rule #2: Never forget Rule #1.
It's all about putting customers first!

2. Management isn't just a reward; it's a responsibility. Meaningful weekly conversations with our employees should be the norm.

3. Culture should breathe life into our purpose and brand, especially with customers. Engagement is the key performance indicator of culture.

The importance of engaging employees, can't be overstated. Meaningful conversations matter. Let's not just focus on having them but also be aware of our strengths while doing so.

Just like gardening, we need the right environment for growth. In Asian culture, waiting for answers from the top is the norm, but empowerment is changing the game.

Let's keep conversations going, that make us better coaches and leaders. Revenue and profit often follows, especially when facing market disruptions, sales slowdowns and productivity 'chokepoints' in project deliveries.

Now, here's my question to you: How are you incorporating these shifts into your leadership journey? LMK in the comments! 👇

05/01/2026

Have your ever thought to yourself, How much is YOUR MIND actually worth?

It’s a question most founders never stop to calculate, certainly not in dollars terms, until something forces the reflection.

Recently, we paused to do something we’d never done before.
We aggregated the total revenue of the CEOs, founders, GMs, and C-suite leaders who's company growth we’ve supported over the past 12 months.

The number came to just over USD 1.2 billion.

I’ll be honest, it stopped me.

Not because of the scale.
But because we’d never really measured it.

We’d been quietly doing the work. Improving our programs. Sharpening our thinking. Raising the quality of how we support decision-making at the top. Somewhere along the way, a small team like us forgot to look back and ask how far that trust had travelled.

It was humbling.

But that’s not what I’m most proud of.

What matters more to me is that around half of our coaching capacity is intentionally allocated to MSMEs and SMEs. These are founders who don’t yet have eight-, nine-, or ten-figure revenues, but who are building real businesses under real pressure.

We subsidize those coaching spots deliberately.

Not because it’s efficient.
Not because it maximizes short-term profitability.

But because we’re a values-based business, we want to help uplift the 'small guys' (who are actually very, very smart in their own right)

Supporting emerging founders means slower margins. Longer horizons. More patience.

It also means we get to play the long game, helping capable leaders grow into the people who will one day lift others in their own networks.

A bit like paying it forward.

This approach has shaped how we build both Dr Avi Global and ZeroCEO. We optimize for decision quality over speed. For integrity over optics. For long-term impact over quarterly comfort.

A mentor once said to me: ""Values aren’t really values unless, at some point, they cost you money"".

I’ve found that to be true.

So here’s a question worth sitting with:

As a founder or CEO, where are you genuinely investing in your values, and where are you quietly compromising them for convenience?

That answer, more than any metric, determines how congruent your leadership really is.

And from experience, that congruence is what ultimately leads to clarity, satisfaction, and better decisions. a founder or CEO, where are you genuinely investing in your values? and where are you quietly compromising them for convenience?

That answer, more than any metric, determines how congruent your leadership really is.

If you’re serious about becoming a high-performing leader, one capable of adding another zero to your top-line revenue next year, let’s have a conversation!

I’m adding a zero to mine. And it all starts in the mind!

02/01/2026

Meet Kenji.

Kenji isn’t very good with social media, so I offered to help him out.

He owns a small Japanese restaurant called Mappen on Spring St, Bondi Junction. I’ve been going there for over eight years since it began. The food is tasty, fast, healthy, and affordable. I always order the same Ontama Vege dish. If you’re in the area, I’d recommend a visit.

But that’s not the real reason I’m sharing this.

Like many small business owners right now, Kenji has been feeling the pressure. Wages have gone up. Supply costs have risen. Margins are tighter. During a casual chat, he asked if I had any advice, not knowing I’m also a management consultant.

Here’s what I shared with him, which may also be helpful if you run a restaurant, retail outlet, or shopfront business:

→ Advertise where you get the best returns.
For Kenji, that meant improving food visuals outside the store. Foot traffic is the lowest-cost customer acquisition channel, but only if people notice you. Visuals just below eye level get the most attention — similar to prime shelf space in supermarkets.
(advertising optimisation, acquisition efficiency)

→ Test discount offers inside and outside.
This lowers the barrier for new customers to try something new. His food is good, and with around 200 customers a day, repeat business would likely follow once trust is built.
(offer testing, conversion uplift)

→ Consider selective price increases.
A five percent rise on certain dishes can materially improve sustainability without significantly impacting customer behavior.
(pricing elasticity, margin optimization)

→ Upsell consistently at the cashier.
This was happening occasionally, not systematically. Simple staff training and reminder “nudges” can lift average transaction value without adding new costs.
(salesforce upskilling, average order value)

A few days later, I saw Kenji updating his outside screens based on that conversation.

What I shared wasn’t complicated, it was simply applying the same ZeroCEO Growth Operating System principles we use with SME founders and CEOs every day: focus on leverage, prioritize the highest-impact decisions, and execute with discipline.

That’s entrepreneurship.
The humility to ask for advice.
And the courage to act on it.

If you’re an SME business owner and you need help growing revenue or improving profitability, DM me and ask about a free Strategy Session.

01/01/2026

A new year doesn’t arrive quietly, it arrives with possibility 🎆

2026 is here, and with it comes a clean slate for sharper thinking, braver decisions, and more intentional leadership in a world that keeps moving faster.

This moment isn’t about resolutions. It’s about direction. Choosing where to focus, what to let go of, and how to lead with clarity as the next chapter unfolds.

From all of us at Dr Avi Global and ZeroCEO, we are deeply grateful to our customers and our wider community for choosing us to support you on your journey of growth and prosperity. Your trust, partnership, and belief continue to shape everything we build.

To Founders, CEOs and SME Owners everywhere, may 2026 bring renewed energy, decisive momentum, and meaningful progress in the work that truly matters.

Happy New Year 2026!

30/12/2025

Most growth stories don’t start on a stage.
They start with a quiet decision to diversify and the courage to enter a market where you’re not yet known.

About two years ago, I was sitting in a small restaurant with a handful of education providers, discussing whether and how to enter the Malaysian market.

This wasn’t expansion by momentum.
It was deliberate diversification.

At the time, the risks were clear.

Very few people here knew my work.
I wasn’t yet locally certified.
Our programs were still largely Australian-centric.
Our go-to-market assumptions hadn’t yet been tested outside our home base.
And we were in early conversations with just one potential training partner, nothing confirmed.

I remember briefing corporate trainers, academic leaders, and commercial partners on our work in Growth Strategy, Leadership, and Revenue Optimization knowing that credibility in a new market isn’t claimed, it’s earned.

Here’s the part most people don’t talk about.

Fast forward to today, and the external picture looks very different.

We’ve spoken at Malaysia’s largest national HR conference.
Rated the highest speaker.
Partnered with some of the most respected education and corporate brands in the country.
Reached thousands of leaders.
And built a meaningful revenue base here without burning trust or cutting corners.

So what actually changed?

Not hustle.
Not luck.
And definitely not copying what worked elsewhere.

We simply applied the same discipline we teach founders and CEOs when entering new markets.

We ran our own diversification and go-to-market decisions through the ZeroCEO Growth Operating System, the same decision algorithm we use with clients.

That meant slowing down to ask better questions:
→ What must be localized before scale?
→ Where do we earn trust before chasing reach?
→ Which partners reduce risk rather than accelerate noise?
→ What revenue decisions compound over time instead of inflating short-term wins?

No big announcements.
No forced timelines.
Just consistent, high-quality strategic decisions.

One thing founders often underestimate is this:
New-market growth doesn’t fail because of ambition. It fails because of rushed decisions.

Real momentum comes from clarity, sequencing, and restraint.

Growth isn’t about moving fast.
It’s about moving true and letting consistency do the heavy lifting.

So here’s the question I’ll leave you with:
Where in your business are you expanding outward, when the real leverage might be in upgrading how you decide first?

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+61 2 8091 0918

Website

https://www.dravileadership.com/

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