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

Changing an organization's culture is one of the most challenging I have faced...it takes time!

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

It was my goal to become a CEO, when I left Credit Suisse after the GFC two Board Members approached me for a CEO role in a struggling business, that was my first chance to be a CEO and due to my success in that role not my last.

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

Early rise, shower then meditate for 30minutes. Coffee and breakfast. Desk by 7am, read through overnight research and news then logon at 7.30. Meetings generally start at 8am finishing around 6-7pm. 30 minute workout. Dinner with family. Sit and relax with family till bed.

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

I continue to learn more about the behavioural science of people and the complexities of getting everyone aligned and focused

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?

Flourish by Martin Seligman - its focus is on WellBeing. This book gave me an insight into how to improve the wellbeing of my people which leads to greater results

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

Stop doing the things that cost you money so your people can focus on what really matters for customers

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

I became CEO of a business where it’s share price had declined from $2 per share to $0.16 at GFC and had only 18 months of cash on the balance sheet to survive. This business needed a turnaround or it wouldn’t survive. 5 years later we sold the company at a share price of $2.74. A great result for shareholders.