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

One of the most challenging matters is assuring that the best executive leadership team has been selected to communicate the company's vision accurately in order to motivate collective efforts in a unified, transformational wave.

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

I was recognized for my problem-solving analyses of complex matters and the targeted solutions that I introduced.

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

I am most productive in the "early hours'' of the day (4 - 6am). I structure & map out the entire day before most of the world awakes. I put those wheels in motion & then get feedback from trusted sources across the enterprise. I am a "walk-around" leader, stopping to talk briefly with those responsible for executing the vision.

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

I learned to stop trying to control every detail of the plan & every person in the enterprise.

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?

Sun Tsu's "The Art of War". I is a comprehensive guide for managing adversity & leading the least disruptive change initiatives.

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

Merit & results are the key indicators. I merely guide & encourage the right balance of challenging assignments & appropriate accountability.

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

Don't allow meaningless distractions to derail momentum. I always say: "Instead of telling me why we can't do something, tell me what we need to make it happen."