Good decisions drive organizations. It’s one of the CEO’s five main responsibilities, yet many take the wrong approach. Some attempt to make every little decision. Others procrastinate for fear of making a wrong decision.
Unlike most chief executives, Matt Stevens always wanted to be a CEO. He took the tech route to the job, starting out as CTO before becoming CEO of network performance monitoring company AppNeta in 2014.
In Part 1 of my Q&A with Syncsort CEO Josh Rogers, we covered his background and journey to the chief executive chair.
Josh Rogers is CEO of Syncsort, a B2B software company that helps businesses organize their data.
In part one of my interview with Citrix CEO David Henshall, we discussed how he became CEO and his successful, three-pronged approach to transforming the company.
David Henshall became the President and CEO of Citrix in 2017, after working there since 2003 as CFO and then CFO/COO (He served as acting CEO in 2013-2014). He has more than 25 years of technology management experience.
Recently I’ve heard a lot of people in the startup community discussing “fake it until you make it” for CEOs. I certainly understand how the concept started.
Friday, January 11 was my last day as CEO of Black Box, following its acquisition by AGC Networks Ltd. This was my first role as a public company CEO, and I plan to share my experiences with you all over the next few months.
It’s common to hear about CEOs behaving badly during work hours. Yet their personal time is being scrutinized as well, especially in this era of social media.
This is a guest post by Jock Purtle, the Founder and CEO of online brokerage service Digital Exits.
