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

Driving transformational change while motivating and supporting leadership talent through career planning.


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

Technical talent is a base line. Success in supporting high growth in a global environment and continuously learning the business and driving collaborative disciplined operation has proven to be critical, driving positive career outcomes.


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

Routine is important and a proper combination of healthy lifestyle, good family values, hiring strong leaders and guiding to a plan, while always considering risks and readiness for the unexpected.


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

Hire to the long term, with strong leaders that will challenge and motivate the 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?

“Breakout Nations”….Ruchir Sharma. As hyper growth and unsupportable valuations stabilize, strong planning and disciplined operating gates must be set. Strategically address global commerce gaps without limitations from previous notions of demand.



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

Promote from within whenever possible but a combination of new ideas from other industries is critical as well. Maintain strong leadership succession planning. Motivation is well beyond just money…..drive to long term organizational plans.



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 several examples of leadership gaps where internal candidates competed against outside experienced leaders. Give dedicated highly motivated players a chance…they will surprise you.