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

Figuring out how to add more time to the day. With managing the company, employees, business development and being a technical resource on projects is at times very overwhelming. However, when business is booming you do what you have to.

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

I previously worked at some large companies and really focused on my skills and watched management closely and learned. I then chose to go into consulting to see if I could build a team and work with all kinds of industries to design and implement technologies to better their organization. After a year of building a very successful team and SharePoint practice I made the lead to start my own company and do the exact same thing. It's now been 9 years and I have never regretted my decision.

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

I plan each night for the next morning so when I wake up I am prepared to dive in. I start with emails (reading, responding, etc.), handle any support issues if any come in then I prepare for the morning team scrum. After that meetings throughout the day and focus time for projects, internal tasks, etc. In the evenings I will play catch up on anything I didn't complete on my task list, build presentations, read and speed time with my pups Yoda, Khaleesi and Apollo.

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

That you can never make everyone happy and there comes a time when toxicity is an issue that you have to make a tough decision for your team and yourself.

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?

Don't Sweat The Small Stuff - I used to let every little thing bother me and I would constantly be stressed about it. Reading the book helped me realize that things are going to happen but only focus on the ones that have a negative or harmful impact to a client, a person or the company. A lot less stressed these days, well until one of the things comes up that has to be addressed.

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

By helping employees define goals and supporting them to help them achieve them. Be supportive and flexible and they will grow if they choose to.

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

We have been a 100% work from home business for 8 years and the best memories\stories are when we all get together during a virtual lunch or happy hour. So many interesting conversations, pictures, etc. that could make anyone laugh for hours.