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

The balance between customer success and colleague happiness. You have to generate revenue to survive, and that means sometimes you have to be hard on colleagues who don't meet the objectives you pay them for. A tough balance.

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

I worked for another company as a partner of FIS for 7 years. I obviously delivered value to then be included in a conversation about a new strategy from one of my previous sponsors/stakeholders. I was an external and they had a prime candidate as an existing internal colleague. My proposition for a different strategy, delivering all the elements of the partner offer from within, was a winning one. That was 3 years ago and I couldn't be happier.

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

I don't do mornings. I wish I was one of the 3 hours sleep, 4am guys! I sleep well and work hard all day and into the evening, even night if I need to, definitely at my best PM vs AM!

My work days are planned in my outlook diary 30 minutes at a time, inc. breaks, walks, personal appointments and slowly but surely a return to travel.

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

Don't be afraid to enforce the process! If people don't like it but you know it's valid and produces results that achieve all our objectives, it has to be done.

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 Bible is the only book I spend dedicated time with. I prefer to watch and listen to my learning, not read to be honest. I enjoy watching Stephen Covey and Jennifer Aaker as two practical teachers. I like to learn and then do. I am open to all forms of learning, but reading is not my favourite. My family fills my head with plenty of other information.

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

Not sure what you mean by capacity?

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 am fascinated by behaviour and so take most reward from when MY behaviour has a positive impact on my people. I created a new role in the org and had a number of strong recommendations for the position.

Out of NOWHERE emerged a colleague from another department, several grades below this one, who absolutely RIPPED UP her interview and was head and shoulders above the other candidates. So much so, my two co-interviewers said 'If you don't want her then we are having her!'

Nearly two years on she has grown personally and professionally, proven the role and now leads a team of 8.

What meant the most to me was she sent me a card, which is now framed on my office wall, to say thank you. She said 'You have changed my life'. That makes all the hours, internal spaghetti unravelling, accepting defeat, celebrating success, and so on, WORTH IT!