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

To balance strategy and strategy execution whilst maneuvering through rough waters (Covid-19 impacts)

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

I spent 4 years in the Board of Directors before being asked in conjunction with an organizational change if I wanted to step into the operational role as CEO

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

I try to balance my own time with collaboration time. And I seek to spend some part of everyday reading and seeking to learn, basically strategy and competence development. I'm a strong believer of lifelong learning and that we as organizations have to balance performing here and bow (operational excellence) with shaping tomorrow (strategy). Then I make sure I get time to exercise every day, it helps both the body and soul to stay in shape.

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

The notion of not seeking or believing to have all answers, to be the source of "facts", but rather the insight that asking good questions is a greater sign of intelligence than maybe having answers.

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?

I think Simon Sinek's "Start with why" is great and a book to read.

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

By shaping a culture of inclusion, trust and collaboration. A unified team sharing a common mission is hard to beat. I'm a believer in servant leadership. And this is a view that has strengthened over the past 20+ years. Company culture is a clear differentiator and it’s proven that workplaces characterized by caring, supportive, respectful, honest, and forgiving relationships lead to higher organizational performance overall. For me it’s highly critical to promote a workplace culture of inclusion and empathy. AND this is not to be confused with teams lacking ambitious targets and aspirations, lacking competitive spirit, stamina and power. Quite the contrary.

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

There are small stories everyday of how the team helps each other and our customer through a mix of innovative minds and selfless acting. So for me it's very much about creating that in the organization. I'm referring to the culture and how it shapes our ability to be agile, innovative, resilient, responsive, collaborative and selfless.