1. What have you found most challenging as a CEO or executive of a large enterprise?

The multiple challenges we face and manage our team during normal times and now that we are facing a new normal. Change and transformation are the most challenging things we deal with

2. How did you become a board member of a large enterprise? Can you please briefly tell the story?

I have long time professional career in multinational enterprises being in charge of sales , marketing in different industries as telecommunications and Jew insurance company . Being a result oriented professional and delivering consistent results all the way.

3. How do you structure your work days from waking up to going to sleep?

I’m a very organized and disciplined person. I have my work agenda and personal agenda very clear. I try to make productive my day by having meetings previously schedule, task, follow up activities and trying to assure my team do it as well . I work around 8-10 hours beginning with a work out, meditation, spiritual moment and finishing it with sharing with my family and reading an interesting book before going to bed

4. What's the most recent significant leadership lesson you've learned?

During last months I’ve have strong leadership lessons from my boss and colleges caring about others , being social responsibly and trying to make things possible .

5. What are some of the keys to doing governance well in a large enterprise?

Being responsible, accountability, making sure that all the team members know how to contribute with the objectives and practicing defective delegation

6. How do you differentiate between the role of board member and the roles of CEO or executive team member of a large enterprise?

We are more oriented to results and make things happen. We are also oriented to task and team alignment. We follow up measures and kips

7. What is one meaningful story that comes to mind from your time as a board member of a large enterprise so far?

There are a lot of stories I can remember. Changes are always the key differentiator. Trying to adapt organization to new era or business model, trying to swim against waves to implement new models or processes, among others