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

In recent times, downsizing and adjusting to a more streamlined management from an operational perspective.

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

A good summary is about how I am where I am now is available at https://starknetworks.ch/home/about/.

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

I rise early, usually between 5am and 6am, brew coffee, and review news media and financial markets information. The day is taken up with online work and in-house office meetings pre-lunch. Outside meetings are scheduled for the afternoon. I usually do some exercise in the late afternoon before dinner, and usually round off online before 9pm.

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

Demonstrating leadership by showing compassion for clients suffering during a global economic meltdown, assessing client risk and compromising on and revising agreements. The biggest lesson learned from this is how clients react positively.

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 Holy Bible is a positive source of daily inspiration.

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

By showing a personal proactive, dynamic and sincere perspective on all issues with all people with a team spirit that is optimised for 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?

The CEO is a title, a figurehead, all members of an enterprise, project or team are integral to the success or failure, and are only as strong as the weakest link.

Here's one of many stories that caught my attention:

https://jameswith.wordpress.com/2020/11/25/flying-dragon-crashing-eagle/