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

People management, each with their unique skill sets, ensures everyone from every department has the same understanding of the company goals, and will work towards mutual vision.

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

I started my career from the bottom, 15 years in total, from Educational Consultant (Front office staff) up to Country Manager position. I was part of the early team members who helped shape the organization, learn all the aspects of running and developing the business, product, marketing, sales, service and operations.

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

By prioritizing what is urgent and important - understanding the data, progress, improvements, talking to my team members and getting their feedback. Always finding new ways to do things.

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

People will work hard towards the goal when they understand why the goal is important for the company, and how each one of us has a part in contributing towards the goal.

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?

Forrest Gump.
This might sound unconventional, but the simplicity of his thoughts are quite profound.

1. To not be afraid to try: When someone asks Forrest to play ping pong. He takes the paddle and does it – and he lets his natural talents kick in. After all, who knows what you’re good at if you don’t try? Even if you're not good at something,at least you try. This works best when we are in the field of Marketing and Sales, where things are not always by the "book". We need to be able to test things out and try how it impacts the business in its own unique way: customer experience, sales and marketing
2. Sometimes, you just have to do the right thing, even when everyone tells you not to. Lieutenant Dan may have wanted to die on the battlefield, but Forrest wasn’t about to let that happen. Always trust your gut instinct. It may just save somebody’s life. Same goes when we are starting a new business, meeting new people.
3. Don't compare yourself to others, others may say your ideas suck, but it might work for You. There is no harm in trying.

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

Giving people the opportunity to learn, develop and know their capacity through different projects, allowing them to get out of their comfort zone, and be able to creatively solve any challenges that may arise during the process.

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

That people's potential are limitless - regardless of their background experience, education and character. I hired someone for a sales position, someone who seems shy & timid at first, with zero sales background (her background was actually IT and Admin) but she then developed and continuously be one of the top selling sales during the whole 5 years of her employment with the organizations.