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

Align every team member in the same company concept and make our services understandable to everyone allowing us to spread the same compelling message to our friends and customers.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

Being an early retired professional, and working in the financial advisory, I soon realized that small businesses generate high revenues, but low profits. It motivates me to intervene in some of my client's businesses helping them to create a valuable offer and a compelling message to dominate their market position.

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

I am an organized individual, so I divide my day into 3 sections with free periods between them.
From 5:00 to 7:00 AM Gym From 8:00 AM to 10 AM I review new information, write articles, from 11:00 AM - 1:00 PM review emails, make phone calls
Afternoons are my appointment time, and evenings are my social interactions.

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

With the pandemic, I realize that it does not matter how much you consider eventual changes in your projects, internal or external influences should always modify your business and we must be ready for change.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Start with Why from Simon Sinek, We need to be clear in our motivation in business, why am I doing the type of business that I do, what is the problem that people have but don't want, and how I can solve this problem or need as my business lai motiv .

6. How do you build leadership capacity in a large enterprise?

Listening to my team, working together for a common goal, being open to new ideas.

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

In 2007 during the H1N5 (Avian-flu) worldwide pandemic as CMO of a major American Oil Company, we were able to maintain the Caribbean sea offshore critical operations open by implementing collaborative team measures to prevent cross-contamination, including stockpiling medications and personal rotation in a close circle mode, allowing the corporation stay active, productive with 0 job accidents and 0 infections in the key crew