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

There is ongoing pressure for consistency in creating shareholder value, managing growth, and keeping up with the trend, without compromising social responsibility, integrity, and your identity. Therefore finding the right balance is key. It is important to illustrate also that money is not everything. Many of today’s large-scale companies are motivated by greed, and when greed takes over, many engages in unethical practices that undermine the integrity and corporate values of the business organization at large in the eyes of consumers. Many CEOs and executives of large corporations have missed it altogether. Many have become inhumane compromising corporate protocols and social codes for profits at the expense of destroying communities and moral values. However, at Bracur Group, we take a different approach. We care first for the people and not for the money. Our passion is in serving and impacting lives, by remaining true to our mission as a company and global brand.

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

Being appointed and elected by the board of directors I became the COO and Senior Executive Vice President of the global company Bracur Group with international headquarters across the Being appointed and elected by the board of directors I became the COO and Senior Executive Vice President of the global company Bracur Group with international headquarters across the US and the UK. I became the pioneer for the company and helped transform the travel conglomerate into a household brand name. I come from a family that owns major businesses and investments. During my time with my father, he groomed me in every aspect of business management, from finance to sales, to marketing, legal, accounting, you name it. I am extremely grateful for the time spent with my dad because it added to my strength and advantage today across the corporate world. I have a very broad base and in-depth knowledge about business, operations, management, and product development combined with my skills in IT, computers, and mobile technology. To manage global enterprises as an executive you must have a wide range of skills and experience in multiple areas and understand the economics of different markets and the conditions that govern the excessive growth and success across those markets.
Executives of a large enterprise operate and think differently from that of a small business. For example in managing an organization such as Bracur Group, Inc. it is mandatory to think outside of the box and to think beyond where you are and into the future. This is where the pioneers of the business world capture market lead because they are ever going back and forth into the future to foresee market trends and to become the trendsetter of that specific product or industry.
One of the advantages also that large enterprises carry over that of small businesses is access to capital and also the corporate structures and corporate game-plan is progressive across the board. Access to capital often is a pain in the ass for small companies but large enterprise structures a network of financing options to help fund growth and move quickly across the board. Executives of small businesses only have to deal with a local market, but an executive of a major corporation whether public or private has to master the different jurisdictions, legalities, and formalities of doing businesses in multiple countries and how to integrate such back to the parent company. And I can assure you it is not always easy. Many people desire to be in executive positions of global companies but it is extremely hard work, lots of sacrifices, time, and money in managing global enterprises. And while the rewards are high so are your responsibilities. There is a saying that goes: “With great power comes great responsibility”. And this is definitely true in managing global multinational companies.

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

I occasionally start my day with a quick workout, prayer, and meditation. Then drop off my daughter at school and head straight to work. During my working hours, I engage in several meetings, business follow-ups, closing deals, and overseeing operations and international development. Then in the evening, we come together as a family at the dining table. We go to bed around 10 pm. However, at times I work from home during late hours as well, so I am both accustomed to working at the office and remotely from home. Both of them have their advantages and disadvantages though. Despite my busy schedule I always make sure to find time for my wife and family.

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

Well, the most recent leadership lesson had definitely to do with the COVID-19 global pandemic. The entire global economy was massively impacted and especially the travel industry even until now. Many businesses did not survive in 2020 and many went out of business.
During the pandemic, our management team learned vital lessons and one of those lessons is the importance of bullet-proofing your business in such a way to bridge such crises. Also, the importance of diversifying operations was priceless for the continuity of our company. At the start of the pandemic I quickly organized our global development team to diversify Bracur Group business operations and today it is paying off excellently, we came out stronger and bigger. The rules of business have completely changed. Many more businesses will be shutting doors. And the ones that have prepared for the transition shall grow and shall capture market share exponentially. It is going to require a new breed of executives with a new mindset and perspective on how to do business in the new normal. What COVID-19 taught me was that, if your business cannot survive during a crisis then your business foundation or business model is faulty and needs rethinking. Many companies have never factored something such as COVID-19 into their business model and as a result, when the pandemic arrived they found out that their business is faulty and no longer solid to the point many began to sink in deep waters. Large enterprises employ a large number of people, many in the thousands, and for executives managing such risks as COVID-19 is important to avoid the need of having to downsize and massive laying off of employees. At our company Bracur Group, Inc. we spend lots of time and money in training and developing our employees to be resilient and competent with the changing of times. As a company, we care greatly for our employees, their families, and communities.

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 book “Think like a billionaire, become a billionaire: As a man thinks, So is he.” It taught me the importance to have the right mindset. The mind governs the body. Also, it helps teach the importance of maintaining focus and be careful what you input into your mind.
Other books that had great influence in shaping and forming the leadership qualities and mindset in me included:
1. Rich Dad, Poor Dad
2. The Intelligent Investor: by Benjamin Graham on value investing.

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

Building strong leadership capacity goes with empowering your employees and executive management team in every aspect of their lives so that they can be focused and able to perform to the best of their ability for your organization. Having also the right compensation plans, benefits and a pleasant working environment are all important measures for growing leadership capacity. The key is to create a system and corporate culture that foster human development and growth.

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 remember how important it is to believe in your dream and in yourself. Because in your life career as an executive there will be times when many will criticize you as being crazy or see you as not being capable of succeeding, but you gotta keep on pushing and keep going.
During the start and launch of one of our major product lines, many said the market is crowded and there is no opportunity for success, but we have proved our critics wrong and today Bracur Group is a major American multinational travel conglomerate with global influence across the globe. This is one thing I learned: “Just because no one believes in you, doesn’t mean you must give up on your dream. Keep on going, because one day you shall succeed just like did Thomas Edison, who went on failing 10,000 times before he got his invention to work, the light bulb. I encourage you today, wherever you are, don't give up on your dream.