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

The biggest challenges I am facing today are around communication, context and resistance to change. In larger organizations the intended message can be diluted as it cascades out, context is lost and often time takes on a meaning more aligned with resistance to change. Finding a way to get the message out as intended would be the solution as I believe the changes would be more welcomed if folks could understand the benefits to them .

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

I am a risk taker and I'm not afraid to fail. I like problems because I like to fix them. I have found that everyone likes to be around someone who fixes problems. The more complex and risky the problem the less likely someone else wants it.

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

I'm up at 6am the latest. I meditate twice a day morning and evening. I also exercise 1-2x's per day. My days are scheduled and I manage my time and schedule pretty tightly but I always leave room for the unexpected. I ask ahead of time what a meeting is about so when I arrive we're getting to it or I opt out if it's not ready for me. I get good time with my kids and friends in the evenings or on weekends. I am in bed no later than 10pm and I rarely watch TV.

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

I have done some significant reflection in the past year. More than the normal continuous improvement I've always practiced. I learned to accept myself as I am rather than try and be liked, appreciated or accepted. I am more interested in being authentic. If that means I'm not fit for a role, company or assignment; I'm okay with that.

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 read all the time. Recently I read Shoe Dog about the founder of Nike and what resonated with me was how hard it was for them. So many obstacles and after all the money and fame that came after it what he missed most was all the obstacles. It helped me appreciate that it is about the climb. There's no easy button for a reason.

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

I consider my biggest strength to be developing leaders. I push my team, my peers, and my boss. I don't accept can't, won't or no and once you get someone to really hit a big accomplishment they didn't even have on their radar - they're hooked on the high. My mantra for our leadership development is "teach them to fish" and "create a culture of thinkers". Our sessions are never more than 1-2 questions that are worked out in small group sessions.

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

The little things are meaningful to me. I meditate all day long which means everyone is giving something and I'm the face of them giving so I am not always receiving the good vibes. On many occasions I get little notes of appreciation from people telling me they were happy I was willing to ask a tough question or push for truth in situations that helped for clarity and better alignment. I personally find a lot of meaning knowing that there is value in my objectivity even though it's hard to do.