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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Darren Woolley

helps you in your leadership.



Jonno White

7 Questions with Darren Woolley

Name: Darren Woolley

Current title: Global CEO

Current organisation: TrinityP3

Darren Woolley is considered a thought leader on all aspects of marketing management. A Problem Solver, Negotiator, Founder & Global CEO of TrinityP3 - Marketing Management Consultants, founding member of the Marketing FIRST Forum, Podcaster, and Author. He is also a Past-Chair of the Australian Marketing Institute, Past President of the Melbourne Advertising and Design Club, Ex-Medical Scientist and Ex-Creative Director.

7 Questions with Darren Woolley


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

Managing expectations across multiple markets and geographies. Culture, time zones, language and now a pandemic making it even more challenging.

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

Started my own small company and grew it.

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

Every day is different. One of the things I love about this business I have created. There are tasks to be done. Projects I am working on. And issues that arise. Each needs to be balanced and prioritised. Somedays it works seamlessly. Other days not so well.

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

Treat people like grown-ups and back their judgement.

5. What one book has had the most profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Maverick by Ricardo Semler. A man who inherited his father's failing shipbuilding business and almost killed himself trying to save it. Had an epiphany. Decided rather than it being just about him, found a way to unlock the potential in his huge number of employees but treating them like adults and not children (see the previous point). Broke the company into smaller autonomous teams and pivoted each business unit to new opportunities, rewarding all members of those teams for the results.

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

Give responsibility, accountability and most importantly, unwavering support.

7. If you had to pick just one story, what would be the most meaningful story from your time as a CEO or executive of a large enterprise so far?

In an industry and a category that can be largely transient and often ageist, we have a consulting group that is highly experienced and incredibly loyal. I remember at one of our annual global meetings, looking around the room and thinking how privileged I am that so many people have made a commitment and shown such loyalty to the company I created and to the vision and purpose we have of improving the productivity and performance of the marketing of all of our clients.

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