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7 Questions with David Young
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7 Questions with David Young
Name: David Young
Current title: Chief Operating Officer
Current organisation: Pharmacity Vietnam
Internationally experienced senior executive
A hands-on, driven and highly-personable leader, I possess a track record of improving sales, revenues and profits across a wide range of retail and business sectors in Asia, Australia, New Zealand, India, the Middle East. My key strengths include:
■ Quickly understanding the cultural, financial and regional issues facing various geographical locations
■ Leading multi-billion dollar public companies, launching startups, and turning around struggling operations
■ Working with equity markets to acquire businesses and managing capital fundraising activities
Known for my disciplined work ethic, unquestionable integrity, and team-oriented style, I tackle problems with energy, keen business acumen, and sensitivity to a myriad of cultural nuances. My successful career is supported by an Executive MBA from the Darden Business School at the University of Virginia.
Specialties: Global Multi-Site Operations / P&L / Growth Strategies / E-Commerce / Startups / Turnarounds / M&A / Supply Chain / Vendor & Franchisee Relations / Positioning & Branding / Fundraising / JV
1. What have you found most challenging as a CEO or executive of a large enterprise?
As always I think balancing the requirements to look after all stakeholders, many of whom at times have competing priorities and views. Keeping long term strategic plans and sustainability and security for all seems to be the right mix for success and avoid short term behavior changes to satisfy one group or the other.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I think long term commitment, hard work and some great mentors and opportunities provided that opportunity. Having lived and worked in many countries and cultures has been a great help and added the ability to value diversity at all levels
3. How do you structure your work days from waking up to going to sleep?
Poorly, life work balance i have failed to master as my wife will attest! I have a very disciplined Calendar and planning process that helps (but not enough)
4. What's the most recent significant leadership lesson you've learned?
Great teams are exactly that, TEAM, no individual makes a team and like a jigsaw puzzle one missing or weak link can destroy a team. Be vigorous in being a captain and coach of the team and don't tolerate the missing pieces
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?
The Monk who sold his Red Ferrari. Intriguing story and valuable life lesson for all !
6. How do you build leadership capacity in a large enterprise?
Lead by example and provide lots of opportunities to learn and celebrate success and use failures and lessons and motive to look for improvement and success
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 think it was recognizing talent in individuals with the desire to succeed, who may not have had all the skills but take desire, attitude and passion over skills and experience.