When I became CEO, I knew I would report to the board. What I didn’t realize was how many more “bosses” I was about to inherit. There were the obvious ones: customers, employees, suppliers. But then there were shareholders. Bankers. Community leaders. Partners. Regulators. Each had different needs, expectations, and definitions of success. And somehow, […]
At C-Level #3: How many bosses can a CEO have??? Read More »
By my second month as CEO, it was clear the problems weren’t just operational. They were existential. Yes, we had tough business challenges—unprofitable accounts, upset customers, a bleeding acquisition. But beneath all that was something harder to name: noise. Everyone had a different idea of what the company should be doing. Everyone had a theory
At C-Level #2: Too much noise! Read More »
I thought I was ready. After five years as CFO of an electronics manufacturing services company, I had helped lead a financial turnaround, revamped our reporting systems, and earned the trust of our founder and the board. I loved the business. I knew the people. I had been in the trenches. Then came the unexpected.
At C-Level #1: What’s it like to be a first time CEO? Read More »