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

As CEO of an enterprise that has grown very rapidly, one of the most challenging things has been getting our message out there about the extent of our reach and the full range of services we can offer.

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

Having spent some time in Colombia looking to invest, it became apparent to me that there was a deficit in terms of someone offering back-office services to people in my position, so I decided to fill that gap, first in Colombia, and then elsewhere in the region.

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

While no two days are the same, in general early to bed, early to rise is my approach. It is an often repeated cliche that CEOs start their day early, but the reality is that by the time the sun has come up, I am already deep into my work for the day.

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

Sometimes the best ideas come from the most unexpected places, so always be open to input from anyone within your organization.

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?

On Becoming a Leader, by Warren Bennis. I highly recommend this to anyone who thinks leaders are born rather than made. There is a leader in everyone, just waiting for the tools and opportunity to realise their potential.

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

Passion, potential, and readiness. All three have to be present, and when they are, it is a question of nurturing that talent.

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 all honesty, of all of the anecdotes and experiences I can offer, I think the most valuable one is that initial belief in an idea. I saw an opportunity and acted on it, and four years later look at where we are.