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

Change management in culture, and mindset with talent acquisition,

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

I joined the healthcare company from the financial industry where I have gone through the agile projects to enable Fintech. This experience helps me to start my new job in a different market and regulation.

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

Weekday - start from update status meeting on Monday, finish with the retrospective on Friday afternoon. Separately design work-out sessions with specific scope with the relevant stakeholders. Weekend or when I secure a few hours - sort out the current blockers and design the solution. Think broadly of multiple items until the disruptive idea comes down on my head.

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

seeing is believing - visualize the idea would best the millions of powerpoint slides. More importantly, win the competitions.

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?

"Trillion dollar coach - the leadership playbook of Silicon Valley's Bill Campbell" This book shows the strength of inclusive communication and power of coaching. Every time I open the book, it reminds me of the importance of culture building.

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

Make myself available to learning opportunities and immersed in the competitions.

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

I joined the board of a company at 32 Years old. Tall trees catch a lot of wind. There are colorful stories around people.