1. Did you always want to be a CEO and what drove you?
My general philosophy is that everyone wants to be in charge, but no one wants to be responsible. So, after two decades in the luxury sector, I find most CEOs are the ones who are willing to step-up and take responsibility for the journey rather than wanting to be “the boss”. I always knew that my career led to advising and eventually becoming a decision maker.
2. How did you land your first CEO role?
A combination of luck and hard work. I was working in the family office sector and after building a reputation as a strong negotiator for seven figure opportunities, I was approached by shareholders to join the business I currently act as CEO for.
3. What did you do to prepare yourself for the role and, in retrospect, what else could you have done to prepare better?
The key aspects for me are being organized, informed and the last one to speak - although I can fail just as much as I succeed in that last one! A CEO is only as good as the talent around them, so my focus is to hire people who are smarter than me and then get out of their way. My role is to ensure that all our strategies are aligned – like a conductor guiding the orchestra.
4. In what ways was the role different from what you expected?
The one thing that initially surprised me was the void and desire for mentorship. I’m such a proponent of vocational learning. During the pandemic we’ve all had to work remotely but nothing educates and improves acumen than allowing junior staff to sit in meetings so they can witness how someone with more experience communicates and behaves.
5. What were your greatest challenges early on?
Any organization must grow and become accustomed to new standards when a CEO joins. The level of tolerance will shift, and expectations can start to feel uncomfortable regarding individual and team performance. The key is patience and ensuring that all team members understand the need for accountability.
6. Did you have any internal challenges you had to overcome?
As with the introduction of any new form of leadership, there is often some restructuring and internal change required to ensure that you have the best possible team and that they are all united under a single vision, brand, and point of view. Enacting business change can naturally be a very uncertain and worrying time for employees, so at first it was an internal challenge to ensure that all felt assured of the safety of their roles and that the long-term vision that we had for the business would better their experience and wellbeing, as opposed to encroach on their position within the company.
7. They say that it is lonely at the top. Is this something you experienced?
I’ve never experienced this. Ultimately the CEO role must be motivating yet impartial. For every opportunity for praise and recognition, there are times of difficult conversation and consequence. As roles become more senior in any organization, it is important for anyone at a C-level to recognise this. That’s what friends and family are for and when you have the responsibility of nurturing talent and encouraging performance, combined with ensuring the success of the company and employees’ livelihood, “feeling lonely” is an indulgence.
8. What qualities separate out CEOs from other C-Suite executives?
Quite simply, final responsibility lies with the CEO. From COO to CFO, the C-suite are the leadership team that bring the vision of the CEO into light and function. The final responsibility for success or failure must rest with the CEO who is accountable to ownership and shareholders.
9. What qualities does a CEO need to be successful, specifically in the luxury sector?
For me the key qualities I would look for are accessibility, transparency, and - particularly in the luxury sector - storytellers. Luxury is so often about labelling rather than branding which is why it can be a struggle. The best of us in the sector are the storytellers who inspire. Whether that be our staff or our clients, luxury thrives and survives because there is a desire to tell and be a part of something.
10. What advice would you give someone who either aspires to or is new in a CEO role?
Remember that there is nothing greater than allowing a community of leaders to do their job well, and to do this, you must enable their productivity, safety, and well-being. Being the “person in charge” doesn’t mean you order employees around. It means finding ways for them to bring you solutions by giving them freedom to problem solve.
