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

Aligning different personalities and perspectives as individuals and teams towards the same vision and goals. Also making the workforce self-propelling and nurturing the mindset of challenging the status quo to make sure creative thinking and innovation remain as an integral part of company culture.

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

The companies I have served during first 7 years was not a large enterprise. One of my employers decided to shut down the operation in the geography where I was serving. We all lost our jobs with a decent severance package. During that time, I got an offer from a large enterprise in the telecom sector of Bangladesh. This is because they were looking for someone to give a fresh look to their finance and financial management.

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

I am yet to be a morning guy, though I aspire to become ONEDAY! Which I believe is critical to structure the day to reap its full potentials.

However, once I got connected with the team and culture, I love gradually empowering and engaging with the team in a structured manner so that people can do their job independently where my role is to support, counsel, and guide when and where required.

At a high level, I prefer the first half for engagements that require a high level of energy and focus.

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

Without corporate governance in place and a culture of mutual respect, even the owners can be a threat to the long-term growth and sustainability of an organization.

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 7 Habits of Highly Effective People by Stephen R Covey. Among the seven principles, the constant application of two principles transformed me a lot. Those are '' Be Proactive '' and '' First Thing First''. Maybe because these two areas were most important for my self-development.

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

By inspiring and empowering the team. Giving confidence to the team that it is OK to make mistakes within bounded rationality, as long as it is evident/clear that the intention and effort were to try something new to improve the organization and business.

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

Challenging the status quo can be very fulfilling when you can see the CHANGE and positive outcome by yourself.