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

Obviously in any entity you first have to start by adapting and soaking up the corporate philosophy.
It is only after understanding this in all honesty and humility that you can envisage yourself in the role to play to carry loud and clear the colors of the company.
It is only after this, that you can gauge and judge the relevance and the way in which you will play your part.
The most challenging is always knowing how to act and react in the good way, regardless of the political and strategic cogs in the background.

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

I like to believe that « why » and « how » is never the result of chance. However it is nevertheless a combination of circumstances. From my side the desire for change after 6 years in the same firm, on the other side a need to support the brand for future challenges and new products to expand existing ranges.
After having duly inquired about the company, I quickly detected a great potential, then enthusiasm and motivation did the rest... a new adventure started.

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

A typical day starts with a good amount of organization, the main ingredient with 4 children. Then classical working day is very ordinary : checking meetings agenda, screening priority emails to reply, debriefing of the open projects with the teams, keeping time for technological and competitive intelligence…
R&D is well ahead of other departments which means that any error would have major consequences on the timing and therefore on the launch planning. When THE formula has been selected to be the next product of the range, there is a lot of steps to carefully finalize before the launch on the market.
So that a working day is always focused on a long-term vision to secure a successful story.

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

Leadership intelligence lies in knowing how to triangulate know-how, interpersonal skills and objectives, all on a background of benevolence and surpassing itself.
A relevant lesson is to always keep in mind that nothing is ever acquired or proportional to the quantity and quality of the commitment invested. From then on, you start to get close to the receipt for success in the direction of efficient work.

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?

With no doubt it is the one of Lee Cockerell : Creating Magic, 10 Common Sense Leadership Strategies from a Life at Disney :"It's not the magic that makes it work; it's the way we work that makes it magic."
It is a very inspiring book, full of wisdom which invites to give the best of yourself. I liked the sincerity which emerges from it.
It was for me an amazing booster of awareness of my abilities and skills. A real "revealer" of self-confidence.

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

In knowing how to take advantage of its strengths and weaknesses, i.e. exploit them in full transparency with team spirit and deep respect for employees/colleagues/co-workers.
At the risk of seeming banal, the key to successful leadership lies in the ability to know how to question itself, in never taking anything for granted. And still and always continue to develop human values.

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

Rather than a big story, just a small remark intended to me that I did not expect at all but which in the end, lit up my day: "Anaïs, you're not a boss you're a leader".
At the time I did not notice because we were in full search of constructive solutions concerning a tricky and urgent situation.
But finally a few words that had much meaning for me and especially who definitely convinced me that I was in my place and in truth.