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7 Questions with Harold Moss
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7 Questions with Harold Moss
Name: Harold Moss
Current title: Founder/Entrepreneur
Current organisation: BlackFish & Company
Harold Moss is a seasoned technology executive, with a focus on emerging technologies, business operations and customer satisfaction. Having spent 25+ years in leadership at technology companies such as IBM, and EMC Harold has held numerous roles across the business verticals in both technology, strategy and business management.
1. What have you found most challenging as a board member of a large enterprise?
As a board member, one of the challenges I experience most is gauging the intangibles which are critical to the business, such as the various business measures and customer perceptions. So much of advising and guiding a company relies on understanding the direction and how the company is perceived by its target market and competitors.
2. How did you become a board member of a large enterprise? Can you please briefly tell the story?
After advising several start ups and implementing 3rd parties. solutions, I was asked by a CEO to give him an honest opinion of where I saw his business. I then was invited to speak at numerous events and work with other leaders resulting in offers to take positions with organizations.
3. How do you structure your work days from waking up to going to sleep?
I begin my day with brief cardio exercise and coffee to energize my day. I follow that up by attempting to catch up on events in the news and in emerging technologies I have interest. I then begin my day reading my email and purging what I don't find immediately important. I then follow my checklist throughout the day, taking breaks for water and when responsible looking for changes in my news feed. I work until it's time to eat then have dinner and spend time with the family. I usually try and plan the next day so I can focus.
4. What's the most recent significant leadership lesson you've learned?
I am not sure this is most recent, but more a reaffirmation of thinking. At the end of the day it's very hard to win a loyal customer back, and organizations which fail to recognize the customers who made them successful rarely grow and thrive.
5. What are some of the keys to doing governance well in a large enterprise?
The most important key is to listen, not just to the words but to the leadership of the customers. The second is to get clear visibility into how the company is managing their values. Finally, it's about building relationships with the leadership and peers, as your role is to influence and support.
6. How do you differentiate between the role of board member and the roles of CEO or executive team member of a large enterprise?
CEO and executive team members see events in real time, day to day. It is easy to get caught up in the energy and emotion and lose sight of the goals and what keeps the company moving forwards, Board members see a slice and your role is to make sure the business stays the course and identify broader opportunities or alternatives for success.
7. What is one meaningful story that comes to mind from your time as a board member of a large enterprise so far?
Spending private one on one time with a CEO to discuss his go to market, his family and his concerns and fears. Helping him understand that the CEO role can be a lonely place and that it can lead you to self doubt and potential failure.