7 Questions with Claver Misago
Name: Claver Misago
Current title: Founder & CEO
Current organisation: Medical24/7, Inc.
Mr. Claver is an experienced entrepreneur with a demonstrated history of working in the Healthcare industry with an engineering background. He attended Embry Riddle Aeronautical University, Penn State, and Guilford Technical Community College in the USA.
He founded Medical 24/7 with the mission to make Healthcare affordable and accessible everywhere, to everyone.
Since its foundation, Medical 24/7, Inc. has been nominated and won awards based on Spirit Of Innovation; Industry Impact; Overall Reach; Future Readiness and Market Demand.
Under Mr. Claver leadership, Medical 24/7, Inc. has been recognized by the international communities as one (1) of the top fifty (50) Global Healthcare companies in the world and Mr. Claver has been recognized as one (1) of the top one hundred (100) Global Healthcare Leaders in the world.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Expecting the unexpected.
No matter how much you plan and prepare, in business, whatever can go wrong will go wrong.
Learn from it, suck it up and drive on.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I started business ventures when I was 13 years old.
Throughout my life (during school and after school) I had many business ventures. Some succeeded and many failed.
Throughout my few fortunes and many misfortunes, I learned a Vital lesson:
Success comes from failures after failures without losing the burning desire to succeed. Now I know that failure will never win over me when my determination to succeed is stronger.
3. How do you structure your work days from waking up to going to sleep?
* I wake up 5 am everyday, check my daily News briefing and Headlines,
* I do my 30 minutes workout routine,
* Complete my morning hygiene and head to the office. Even during Covid-19 lockdown, I still go work at my office alone (it helps me to keep separation between my work-life and my personal-life),
* Once I get in the office, I check emails and voicemails, review the day's agenda and start following my schedule.
* I have Breakfast at 8 am and Lunch at 11:30 am
* At 4:30 Pm, I review my schedule and check mark all the tasks that have been completed, add the uncompleted tasks on the next day's schedule, leave office by 5 pm and head home.
* Once I get home, I do my daily evening hygiene, have dinner at 6 pm and socialize. *At 8pm, I do my readings (whatever book I am reading for the week or month).
* At 9 pm, I call off the day and start all over again the next day at 5 am.
4. What's the most recent significant leadership lesson you've learned?
As Founder and CEO, I have learned that I must change what I work on as the company expands.
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?
Three Volumes in One ( The Greatest Salesman in the World; The Greatest Secret in the World; The Greatest Miracle in the World) By OG Mandino.
Once you read these books, your life will never be the same. You learn how to eliminate your bad habits (causes of failures) and replace them by good habits which will guide you for success.
6. How do you build leadership capacity in a large enterprise?
I am a big believer in small teams that communicate freely, respond quickly and make decisions without bureaucracy layers.
Bureaucracy happens to be one of many problems of Healthcare in the USA and in many parts of the world. To fulfill our mission of "Making Healthcare Affordable and Accessible Everywhere, To Everyone", we must build a leadership capacity that eliminates bureaucracy.
This model is very effective and can be used in any industry.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
When you are in a global industry, you deal with different cultures, different languages and different backgrounds.
I was moved when a Hong Kong partner apologized for his English limitation before our virtual meeting. While we conducted the entire 45 meetings in English, I couldn't speak 3 Chinese words.
This reminds me everyday to be humble, always look for reasons to applaud, bite on my tongue when I am tempted to criticize and always praise people for their efforts.