Led 1,200 people through a currency crisis. Here is what leadership looked like.
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Leading through crisis, building senior teams and having the conversations leaders avoid.
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Led 1,200 people through a currency crisis. Here is what leadership looked like.
Built technology for markets where the network drops and the phone is a KaiOS device.
From the pit to the boardroom: what the mining industry actually teaches you.
Scaled a company from 12 to 400 people. Hiring was the hardest part.
Running a 200-bed hospital: people, money and the things that break at 2am.
Twenty years of budgets, boards and hard conversations about money.
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A currency collapse, a factory fire and 1,200 people looking at you. What I did, what I got wrong, and the rules I would give any leader facing their first real crisis.
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Board packs, difficult directors, surprises and the discipline of no surprises: twenty years of board meetings distilled.
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A currency collapse, a factory fire and 1,200 people looking at you. What I did, what I got wrong, and the rules I would give any leader facing their first real crisis.
Why agreement in the boardroom is a warning sign, and how to build an executive team that disagrees productively and commits fully.
A loyal, long-serving executive who was no longer the right person for the role. Why I delayed, what it cost, and how I finally had the conversation.
A currency collapse, a factory fire and 1,200 people looking at you. What I did, what I got wrong, and the rules I would give any leader facing their first real crisis.
Donors, boards, modest pay and personal stakes: leading a non-profit without burning out the mission or the people.
A loyal, long-serving executive who was no longer the right person for the role. Why I delayed, what it cost, and how I finally had the conversation.
Why agreement in the boardroom is a warning sign, and how to build an executive team that disagrees productively and commits fully.
Donors, boards, modest pay and personal stakes: leading a non-profit without burning out the mission or the people.
Board packs, difficult directors, surprises and the discipline of no surprises: twenty years of board meetings distilled.