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mentors," notes Foster. She adds, "We're also seeing strong cross-functional impact. For example, when a manufacturing production specialist partners with an engi- neer through Heart, they're able to approach problems from two differ- ent perspectives and identify solutions they might not have seen otherwise." 'Big motivation' Heart participant Dzhuliano Georgiev is originally from Bulgaria and started with IDEXX in November 2021 in a manufacturing role. "Although I valued my experience in manufacturing, my long-term inter- ests were in finance and broader busi- ness operations," says Georgiev. "After a year and a half in my role, I learned about the Heart mentorship program and saw it as a unique opportunity to explore that interest more intentionally and gain exposure to the finance func- tion from within the organization." e program offered the oppor- tunity to learn directly from experi- enced colleagues, gain insight into day-to-day finance work and better understand the skills and perspectives needed to grow in the field. "Being part of the program was a big motivation for me to pursue my finance degree," he says. "Needless to say, this experience played a signifi- cant role in shaping my professional development and helped me build the confidence and direction to continue growing within the company." High potential Since Camden National Bank's Horizons 100 started in 2010, followed by Horizons 200 in 2011 and the inau- gural 300 level a couple of years ago, the program has enrolled about 150 participants, selected through nomina- tion, executive vetting and interviews. e 100 level is geared toward early professionals entering their first lead- ership roles. ey are people who exceed expec- tations, demonstrate high potential and are looking to build networks and develop a personalized advance- ment plan. Included is a week at New Hampshire's Northern New England School of Banking, whose curriculum includes personal development such as self-motivation, adapting to change and communication skills, according to its website. Horizons 200 is geared toward the vice president level. Mentorships provide a deeper dive into leadership competencies. A "360 analysis" collects feedback from supervisors and peers and helps build personalized develop- ment programs. At both levels, participants work together on a project which is pre- sented to the executive team. e first 300 class was a small group of six, mostly senior vice presidents. "e curriculum is very outward- facing," says Worster, who was one of the six. "We hired outside consul- tants on specific topics and we did an Outward Bound experience together for a week. It's spending time outside the Camden National Bank network and taking a thorough analysis of our professional development." 'Think tank' Leadership development topics might include strategic planning and critical thinking skills so that the organization is prepared to support the continuum of the evolving indus- try, serving multiple generations, in a competitive environment. "We discuss questions such as, 'What's the participants vision for Camden National Bank?'" she says. "'What does the banking center of the future look like? Do we have the right digital platforms to attract and serve the younger generation?'" On artificial intelligence: "How do we redesign banking for an AI-native future? What are some common industry trends that we need to think about, to make sure we're relevant and current with other industries?" And talent attraction: "Do we have the right mix of rewards that make us a desirable employer?" e program is a mark of excel- lence and a resume builder. VO L . X X X I I N O. X I V J U N E 2 9 , 2 0 2 6 16 H I G H E R E D U C AT I O N / P RO F E S S I O N A L D E V E L O P M E N T F O C U S » C O N T I N U E D F RO M P R E V I O U S PA G E From left, Dzhuliano Georgiev, Carrie Foster and Lori Arienti at IDEXX Laboratories. P ROV I D E D P H O T O Dzhuliano Georgiev BY THE NUMBERS Top reason employees quit: lack of career development (Work Institute) of voluntary departures were preventable (Gallup) Employers with internal mobility retain people 5.4 years on average vs. 2.9 without (LinkedIn) Our purpose is to grow and develop high-potential stakeholders as the future generation who will help steer the company's growth into future years. — Jaimie Worster Camden National Bank 42% P H O T O / C O U R T E S Y I D E X X

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