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

There are always challenges, that is why you are in a leadership position. How you react to the challenges is an important area. Often a challenge can become a great opportunity when viewed from a new perspective. This may not always be the case, however, working with smart people, whom you like, trust and empower can make a big difference.

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

An ability to listen, evaluate and execute effectively.

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

Carefully.

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

Something I understood from an early perspective is that it is all about the people. Platforms, tools, jobs, companies all change. The people are the real asset.

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 am transitioning more and more from my already large bookshelf collections to a mix of audiobooks and physical books. Some of the books I appreciated are Alchemy: The Surprising Power of Ideas That Don't Make Sense - Rory Sutherland. Do Pause, You Are Not a To-Do List - Robert Poynton. Post Corona, From Crisis to Opportunity - Scott Galloway. There are many others.

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

Trust.

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

Discussion and engagement have always been key to successfully running a large enterprise. Decisions do need to be made and having people on board for the journey is a critical success factor.