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

I've found the biggest challenge is keeping perspective. To continuously pull yourself out of the day to day and the details of each department and keep the bigger picture and long term success in mind.

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

My co founders and I looked at the transportation space and the problem of traffic fatalities which number at over 40,000 every year. We put our energy towards proactive and preventative solutions and the rest is history.

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

My schedule is pretty set in stone, I wake up and take care of the kids. Then I start taking calls around 8:30-3, work from 3-6. Then it's back to the kids, about an hour to myself, then typically an international call or two later at night, and then I go to sleep.

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

Perhaps one of the most significant lessons I've learned is to not follow the herd. While following what's popular is tempting, an independent evaluation of what's best for your company is always more beneficial.

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?

A Man's Search for Meaning by Victor Frankl has had a deep impact on my understanding of psychology in even the most extreme situations. And I think it's something I bring with me both within my work and my life.

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

It's all about empowering others. Our core philosophy is that trust is given - not earned. By trusting our team and taking risks on people, leadership can grow organically, and leave room for them to grow beyond their existing roles.

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

Our first deployment with our very first customer in Nevada. We had a very tight timeline and the entire team (which was just 4 people at the time) hunkered down and worked around the clock to get it done. It was a really good sign of where the company was headed and the work ethic we have.