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

Responding to issues and resetting strategy can be difficult in a large organisation.

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

Worked my way up via various finance and commercial roles in different industries and locations - then different CFO roles.

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

Early in to beat traffic (typically), home by 6ish and then a bit of email later on at times. Lately with COVID have been fitting in some esky morning walls and going in a bit later

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

Not sure about recent lessons but your performance is only as good as your team and you need to make time for team and peer relationships.

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?

My impact has come from various books and professional development, negotiating thru to managing teams, culture of teams, developing strategy (e.g. McKinsey, Proudfoot) etc

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

First get your leadership structure clear at the top and 2nd tier - then make sure u have the right capability in the roles (might mean some hard decisions) so that u have the support u need (and succession happening)

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 had to merge four transactional finance teams into one - a difficult process at times because it’s people’s lives you are impacting. However while there were difficult conversations etc there were interestingly positive stories of people needing change, been waiting for this, yes I could that other role etc - u never know. Plus being respectful and don’t leave it to HR - manage the process yourself.