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

Balancing the implementation of strategic change with existing corporate mandates.

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

Dedicated first phase of career to being a top performing practitioner in my field with intent to find leadership opportunities. Took career risks throughout the journey and stayed disciplined to being an infinite learner. Never lost sight of running a business through the eyes of a client and colleagues who serve them.

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

Prioritize leadership activities that have the biggest impact on colleagues helping clients succeed. Focus my presence to impact our colleagues with positive belief in our mission and consistent execution across every aspect of their jobs.

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

The most significant leadership lesson I have learned is to put clients and colleagues in front of corporate impediments to serving them. Then act bold doing so.

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?

There are many. So, I'll mention my most recent read of Patrick Lencioni's "The Motive". Written as a parable, the story impacted me by reinforcing the premise of a leader is to put clients and colleagues interests first while following your north star to grow and prosper as a business.

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

My belief to build leadership capacity in a large enterprise is creating an open environment for diversity of ideas and thinking to improve execution. Rare in large enterprises. Requires a small group of senior executives to humble themselves to recognize while they may think "they have the answers to the questions they have wrong".

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

A meaningful story that comes to mind is putting my job on the line to prove to my colleagues that I have their clients interest first and corporate directives second. Finding middle ground is always possible but requires the leader to put themselves out there in front to make it happen. Hearts and minds follow.