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

To make a Team with the people in place. I don't like to do big changes. People used to be very good. Sometimes the coach is not appropriate.
Also what is difficult is to balance the team's egos. All of them are very good and have strong personalities. All of them would like the next CEO, so, sometimes they fight each other to demonstrate their value.


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

From the beginning having good team leadership. Letting them make the decisions and manage their areas. Total empowerment. Results come alone.


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

My day once I get my Team is very simple. I spend most of my time talking to the team. All the team, not only my close ones. I love going to different departments, taking time to talk to all of them, asking about family, business, talking about the company’s goals...
And of course, with clients. They need to know first hand about the company, and it's very good for the team to see you involved in the business. The company is run by my team.
Again, results come alone.


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

Maybe not learned by reinforcing the idea that the client is not always right. Sometimes it is good to let a client go, no matter how big it is or can be in order to preserve the good company climate. And of course, to chose the clients you want to work with. It's not only about money, it' about how they can help you to improve your business, the company climate , growth...


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 Miserables of Victor Hugo, because it tales about the people's goodness and badness. And doing business and managing a company is the same. Ward off bad people and get surrounded og good people.


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

Through my Team as first step but I like to talk to everybody at all levels, so I
make sure everybody is involved in the company's evolution. And it's very important to let them know how they impact at the company level. Also is a very good chance to appreciate their work.


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

For me it's very important to develop people. I love it when people start as apprentices and some years later they become executives or CEO' s.
Fortunately I have many examples of them. I feel very proud.