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

ERP rollouts

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

Headhunted after increasingly senior roles that demonstrated network, sales and profit growth

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

There are 10080 minutes in a week. My goal is not to waste any. The most difficult skills are discipline and balance, and an acceptance of imperfection in favour of improvement

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

I've revisited the Covey concept of beginning with the end in mind. It is very easy to lose sight of longer term or higher strategic objectives in the day to day frontline fight

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 Discipline of Market Leaders. An excellent thesis on picking your lane (price, product or client intimacy) and then putting your every effort into dominating that lane

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

A tight nucleus of talented people who are willing to work toward the same objectives. In most cases this can be shaped from an existing team, but sometimes new blood is needed to turbocharge the change required

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

Boards can be a pain, but that is a good pain. At one time I resented the preparation I had to do for a board meeting, viewing it as a distraction. I have come to see this instead as a critical and helpful reflect-and-focus process for myself and my team