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7 Questions with CJ Das
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7 Questions with CJ Das
Name: CJ Das
Current title: CIO
Current organisation: RandallReilly
Technology Executive with experience in diverse roles in Management, Cloud Strategy, Leadership, Operations, Business Analysis, & Software Architecture. Work with Private Equity firms to enhance revenue, define strategy, roadmap and success factors. Help Fortune 100 companies realize the full value of the investment by effectively contributing to Business, Operations, Sales, and M&A with C-Level Leadership & achieve competitive advantage. Successfully managed employees/contractors across multiple Global projects with high ROI in countries with diverse cultural backgrounds, such as Chile, Poland, UK, Canada, India, China, Singapore, Thailand, and Australia. Consistently meet target goals by identifying/tracking high-risk areas, proactively implementing risk mitigation and contingency plans, applying framework for strategy development and operational improvement & maintaining constant communication with stakeholders.
• Strategic Thinker: Proficient in creating Corporate Strategies that translate into product plans & roadmaps with a business focus
• Defined next generation platform Software architecture, simplifying development, reduced time to market, and eliminated redundant efforts
• Collaborative Leadership: Achieve objectives through collaborative teamwork with multi-functional, multi-cultural & multi-corporate teams
• Ability to bridge the gap between technology & business
• Directly responsible for the company's strategic technical direction, Cloud strategy & vision
• Direct contract negotiations and IP with customers and vendors
• An advocate of Education and Training
• Advisory Council of The George Washington University, DC
• Chair, HMG Strategy - A Global Network of 300K CIOs
• Innovation Advisor to Vation - A community of innovators
• CIO Governing Advisory Board - CDM Media
1. What have you found most challenging as a CEO or executive of a large enterprise?
Change Management. Change is a must, but implementing a change is the most difficult.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I first became a CIO in a smaller company first, & learned 'on the job'. It was an uphill learning battle. Then after, I moved to a larger organization.
3. How do you structure your work days from waking up to going to sleep?
I (re)prioritize the tasks more than once as per the urgency. Work never ends, but when the most important ones are done, I call it a day. The rest can be delegated or has to wait.
4. What's the most recent significant leadership lesson you've learned?
Relationship building is the most important lesson I have learned because it is so very important.
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?
'Leading at The Edge'. This book taught me how to lead at difficult & crucial times, & how to bring everyone back home safely.
This book demonstrates the importance of a strong leader in times of adversity, uncertainty, and change. Part adventure tale and part leadership guide, Leading at the Edge uncovers what the legendary Antarctic adventure of Sir Ernest
Shackleton and his team of twenty-seven polar explorers can teach us about bringing order to chaos through true leadership.
6. How do you build leadership capacity in a large enterprise?
Have a good culture where you have high tolerance for failure, & give liberty to the employees by empowering them.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Going to the board to deliver bad news regarding a miss in revenue. I had to be honest but at the same time infuse positivity by showing an exciting roadmap ahead.