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

7 Questions with David Isaac

helps you in your leadership.

 

Cheers,

Jonno White

7 Questions with David Isaac

Name: David Isaac

Current title: Chief Growth Officer

Current organisation: GrowthOps

1 Exit, 2 x Entrepreneur, 2x Turnaround GM, Venture Building, ex EY-Parthenon Strategy& Operations (Digital).

Supporting the modern CMO and CPO across the challenges of product-led growth - Corporate Venture Building, Launching, Engaging & Retaining.

7 Questions with David Isaac

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

Simultaneously steering transformation and business operations

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

I've moved between technology entrepreneurship, management consulting and in-house special projects several times over my 17 year career. In all capacities, I reported directly to the C-suite.

It set me up with the experience of specializing in business and product launching. I now do it for clients as a professional services business leader.

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

Pretty diligently structured, with very early wake and sleep times, strict 7.5 hour sleep patterns, whether weekday or weekend. Other than that it's all work, reading or exercise and family time.

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

Especially during this remote work environment, the importance of developing personal rapport at every level of employee

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?

Jobs to be done by Anthony Ulwick. The rigor of the methodology has influenced how I run every work project in innovation.

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

Nurturing mid-senior internal leadership with vision and cutting edge business frameworks to take their business forward.

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

Taking over a company 4 days before lockdown, and running it for 2 years 95% remotely, and understanding the value of hiring ahead of the curve, strategically, to manage any kind of leadership structure disruption.