Constantine Alexandrakis

It's not nearly. You said nearly at first. It's exactly 20.

It's not nearly. You said nearly at first. It's exactly 20.

It's not nearly. You said nearly at first. It's exactly 20.

Well, I'd say assessment is a piece of it, but our industry, which for many, many years were a 55-year-old business, was characterized by executive recruiting, executive search, headhunting in some societies, is evolving. And it's evolving because our clients want... more things from us and different things from us than they've wanted in the past.

Well, I'd say assessment is a piece of it, but our industry, which for many, many years were a 55-year-old business, was characterized by executive recruiting, executive search, headhunting in some societies, is evolving. And it's evolving because our clients want... more things from us and different things from us than they've wanted in the past.

Well, I'd say assessment is a piece of it, but our industry, which for many, many years were a 55-year-old business, was characterized by executive recruiting, executive search, headhunting in some societies, is evolving. And it's evolving because our clients want... more things from us and different things from us than they've wanted in the past.

They don't just want the person to be found and put into the seat. They want us to help retain their people. They want us to help improve the effectiveness of their leadership teams, of their boards of directors. They want us to help them develop their succession pipeline. And as a result, we're having to redefine our industry.

They don't just want the person to be found and put into the seat. They want us to help retain their people. They want us to help improve the effectiveness of their leadership teams, of their boards of directors. They want us to help them develop their succession pipeline. And as a result, we're having to redefine our industry.

They don't just want the person to be found and put into the seat. They want us to help retain their people. They want us to help improve the effectiveness of their leadership teams, of their boards of directors. They want us to help them develop their succession pipeline. And as a result, we're having to redefine our industry.

And we're actually kind of defining a new category, which includes the search pieces of what we do, which will always be important, and these other things around search that are also increasingly important to our clients. And that category is the leadership advisory category, which... has sort of been nascent or dormant or whatever you want to call for many years.

And we're actually kind of defining a new category, which includes the search pieces of what we do, which will always be important, and these other things around search that are also increasingly important to our clients. And that category is the leadership advisory category, which... has sort of been nascent or dormant or whatever you want to call for many years.

And we're actually kind of defining a new category, which includes the search pieces of what we do, which will always be important, and these other things around search that are also increasingly important to our clients. And that category is the leadership advisory category, which... has sort of been nascent or dormant or whatever you want to call for many years.

But our legacy search category is moving into that new category of leadership advisory. And our objective as Russell Reynolds is to define that category and to be viewed as the best firm in that category.

But our legacy search category is moving into that new category of leadership advisory. And our objective as Russell Reynolds is to define that category and to be viewed as the best firm in that category.

But our legacy search category is moving into that new category of leadership advisory. And our objective as Russell Reynolds is to define that category and to be viewed as the best firm in that category.

Yeah, I wouldn't say there's a shift in focus, but it's an add-on focus. Yeah, and our business for many years has been focused on the individual and still is and will be. But the additional focus of how those individuals interact within an organization on a leadership team, on a board of directors is certainly something that our clients are asking us about increasingly.

Yeah, I wouldn't say there's a shift in focus, but it's an add-on focus. Yeah, and our business for many years has been focused on the individual and still is and will be. But the additional focus of how those individuals interact within an organization on a leadership team, on a board of directors is certainly something that our clients are asking us about increasingly.

Yeah, I wouldn't say there's a shift in focus, but it's an add-on focus. Yeah, and our business for many years has been focused on the individual and still is and will be. But the additional focus of how those individuals interact within an organization on a leadership team, on a board of directors is certainly something that our clients are asking us about increasingly.

And just realistically, the way a leadership team works together has always been important. But when you think about some of the technology that is starting to appear as an opportunity for companies to really advance their businesses, generative AI is not technology that sits in a particular part of the company.

And just realistically, the way a leadership team works together has always been important. But when you think about some of the technology that is starting to appear as an opportunity for companies to really advance their businesses, generative AI is not technology that sits in a particular part of the company.

And just realistically, the way a leadership team works together has always been important. But when you think about some of the technology that is starting to appear as an opportunity for companies to really advance their businesses, generative AI is not technology that sits in a particular part of the company.

It's a tool across the entire organization that can really enable teams, and especially leadership teams, to think about the business in new ways and how work gets done within that business, what the opportunities are, how quickly you get to those opportunities. We've worked through our CEO AI labs with CEOs around the world on this topic,

It's a tool across the entire organization that can really enable teams, and especially leadership teams, to think about the business in new ways and how work gets done within that business, what the opportunities are, how quickly you get to those opportunities. We've worked through our CEO AI labs with CEOs around the world on this topic,

It's a tool across the entire organization that can really enable teams, and especially leadership teams, to think about the business in new ways and how work gets done within that business, what the opportunities are, how quickly you get to those opportunities. We've worked through our CEO AI labs with CEOs around the world on this topic,

Leadership teams need to kind of transform how they work from a collection of vertical silos to truly working together horizontally across the enterprise in order to really take advantage of the new opportunities that technology presents today.

Leadership teams need to kind of transform how they work from a collection of vertical silos to truly working together horizontally across the enterprise in order to really take advantage of the new opportunities that technology presents today.

Leadership teams need to kind of transform how they work from a collection of vertical silos to truly working together horizontally across the enterprise in order to really take advantage of the new opportunities that technology presents today.

It's always fascinating to get into a group of peers and hear the frustration, the vulnerability, especially on a topic like AI, which for the past couple of years has been

It's always fascinating to get into a group of peers and hear the frustration, the vulnerability, especially on a topic like AI, which for the past couple of years has been

It's always fascinating to get into a group of peers and hear the frustration, the vulnerability, especially on a topic like AI, which for the past couple of years has been

Everywhere has almost become a cliche, but now we're in a period of really entering what does it actually mean, how can organizations really thoughtfully leverage it, and where is it going to take organizations, companies, and industries going forward. And there are no easy answers to any of that.

Everywhere has almost become a cliche, but now we're in a period of really entering what does it actually mean, how can organizations really thoughtfully leverage it, and where is it going to take organizations, companies, and industries going forward. And there are no easy answers to any of that.

Everywhere has almost become a cliche, but now we're in a period of really entering what does it actually mean, how can organizations really thoughtfully leverage it, and where is it going to take organizations, companies, and industries going forward. And there are no easy answers to any of that.

And CEOs and other leaders really appreciate being able to get together and brainstorm that in a way that helps them move the ball just a little bit forward each time.

And CEOs and other leaders really appreciate being able to get together and brainstorm that in a way that helps them move the ball just a little bit forward each time.

And CEOs and other leaders really appreciate being able to get together and brainstorm that in a way that helps them move the ball just a little bit forward each time.

So RRA Mentor is one where we've partnered with esteemed and storied retired CEOs and CFOs in many parts of the world to bring them together with newer CEOs or CFOs who might need a mentor who's walked in their shoes and can serve as a sounding board for them.

So RRA Mentor is one where we've partnered with esteemed and storied retired CEOs and CFOs in many parts of the world to bring them together with newer CEOs or CFOs who might need a mentor who's walked in their shoes and can serve as a sounding board for them.

So RRA Mentor is one where we've partnered with esteemed and storied retired CEOs and CFOs in many parts of the world to bring them together with newer CEOs or CFOs who might need a mentor who's walked in their shoes and can serve as a sounding board for them.

RRA Artemis is another effort where CEOs have nominated female leaders from their organization who are potential future CEO successors, have nominated them to be part of a one-year program that's a development program for future CEOs designed by women for women and has really brought to the market something that has not existed before.

RRA Artemis is another effort where CEOs have nominated female leaders from their organization who are potential future CEO successors, have nominated them to be part of a one-year program that's a development program for future CEOs designed by women for women and has really brought to the market something that has not existed before.

RRA Artemis is another effort where CEOs have nominated female leaders from their organization who are potential future CEO successors, have nominated them to be part of a one-year program that's a development program for future CEOs designed by women for women and has really brought to the market something that has not existed before.

Our top team effectiveness consulting work is helping leadership teams, large and small, really improve the way they work together and how they support their organizational needs. There are many other examples like that, but those are just, those are three of them.

Our top team effectiveness consulting work is helping leadership teams, large and small, really improve the way they work together and how they support their organizational needs. There are many other examples like that, but those are just, those are three of them.

Our top team effectiveness consulting work is helping leadership teams, large and small, really improve the way they work together and how they support their organizational needs. There are many other examples like that, but those are just, those are three of them.

I don't think the topics are going to be too surprising if I had to predict what the informal conversations are going to be. I think geopolitics and alliances, tariff regimes, the impact of new leaders in various countries around the world. I also think

I don't think the topics are going to be too surprising if I had to predict what the informal conversations are going to be. I think geopolitics and alliances, tariff regimes, the impact of new leaders in various countries around the world. I also think

I don't think the topics are going to be too surprising if I had to predict what the informal conversations are going to be. I think geopolitics and alliances, tariff regimes, the impact of new leaders in various countries around the world. I also think

What's been true the last couple years will probably be true again in terms of technology innovation, the opportunities that come with it, and both the opportunity and challenge related to generative AI integration and digital transformation will be important.

What's been true the last couple years will probably be true again in terms of technology innovation, the opportunities that come with it, and both the opportunity and challenge related to generative AI integration and digital transformation will be important.

What's been true the last couple years will probably be true again in terms of technology innovation, the opportunities that come with it, and both the opportunity and challenge related to generative AI integration and digital transformation will be important.

And this one might be the most important one of all, this sort of notion of trust across organizations, across entities, trust in one's government, trust across societies, cross-border trust. That's probably one that is also going to be talked about a lot, not only from a societal and government perspective, but also as organizations come together with their customers.

And this one might be the most important one of all, this sort of notion of trust across organizations, across entities, trust in one's government, trust across societies, cross-border trust. That's probably one that is also going to be talked about a lot, not only from a societal and government perspective, but also as organizations come together with their customers.

And this one might be the most important one of all, this sort of notion of trust across organizations, across entities, trust in one's government, trust across societies, cross-border trust. That's probably one that is also going to be talked about a lot, not only from a societal and government perspective, but also as organizations come together with their customers.

How do we reinforce trust in a time of geopolitical uncertainty and diplomatic roadblocks in certain parts of the world?

How do we reinforce trust in a time of geopolitical uncertainty and diplomatic roadblocks in certain parts of the world?

How do we reinforce trust in a time of geopolitical uncertainty and diplomatic roadblocks in certain parts of the world?

I don't necessarily have the answer to that, but I do have a sense from having talked about it with many leaders around the world. There's trust inside your organization and there's trust, as you say, outside in your communities, in the customers you serve, and beyond. I think at the end of the day, each of us, through our actions, build trust indirectly.

I don't necessarily have the answer to that, but I do have a sense from having talked about it with many leaders around the world. There's trust inside your organization and there's trust, as you say, outside in your communities, in the customers you serve, and beyond. I think at the end of the day, each of us, through our actions, build trust indirectly.

I don't necessarily have the answer to that, but I do have a sense from having talked about it with many leaders around the world. There's trust inside your organization and there's trust, as you say, outside in your communities, in the customers you serve, and beyond. I think at the end of the day, each of us, through our actions, build trust indirectly.

And yes, there's this debate all the time about how vocal should leaders be about social issues and issues outside the walls of their organizations. At the end of the day, if you're demonstrating your values within your organization, you're demonstrating your values to your customers and to your communities, that says almost as much as any specific proclamations you might make.

And yes, there's this debate all the time about how vocal should leaders be about social issues and issues outside the walls of their organizations. At the end of the day, if you're demonstrating your values within your organization, you're demonstrating your values to your customers and to your communities, that says almost as much as any specific proclamations you might make.

And yes, there's this debate all the time about how vocal should leaders be about social issues and issues outside the walls of their organizations. At the end of the day, if you're demonstrating your values within your organization, you're demonstrating your values to your customers and to your communities, that says almost as much as any specific proclamations you might make.

And that's an important element, I think, of how socially responsible organizations function.

And that's an important element, I think, of how socially responsible organizations function.

And that's an important element, I think, of how socially responsible organizations function.

Look, I think we're lucky. I think I just get a warm and fuzzy feeling every time I walk into a Russell Reynolds office around the world, whether it's in Melbourne, Australia or Warsaw, Poland or Dallas, Texas. We're lucky because we have a very strong culture and a very strong common sense of purpose in terms of improving the way the world is led and dedication to our clients. And

Look, I think we're lucky. I think I just get a warm and fuzzy feeling every time I walk into a Russell Reynolds office around the world, whether it's in Melbourne, Australia or Warsaw, Poland or Dallas, Texas. We're lucky because we have a very strong culture and a very strong common sense of purpose in terms of improving the way the world is led and dedication to our clients. And

Look, I think we're lucky. I think I just get a warm and fuzzy feeling every time I walk into a Russell Reynolds office around the world, whether it's in Melbourne, Australia or Warsaw, Poland or Dallas, Texas. We're lucky because we have a very strong culture and a very strong common sense of purpose in terms of improving the way the world is led and dedication to our clients. And

We're lucky in that that is something that is replicated around the world consistently. And as I said, I love getting that feeling every time I go to one of our distant locations and meet with colleagues there and meet with clients there. But I think what you're asking is how does that get impacted by the world and countries perhaps drifting apart in geopolitical ways? The reality is...

We're lucky in that that is something that is replicated around the world consistently. And as I said, I love getting that feeling every time I go to one of our distant locations and meet with colleagues there and meet with clients there. But I think what you're asking is how does that get impacted by the world and countries perhaps drifting apart in geopolitical ways? The reality is...

We're lucky in that that is something that is replicated around the world consistently. And as I said, I love getting that feeling every time I go to one of our distant locations and meet with colleagues there and meet with clients there. But I think what you're asking is how does that get impacted by the world and countries perhaps drifting apart in geopolitical ways? The reality is...

I don't think we've been impacted because our culture binds us.

I don't think we've been impacted because our culture binds us.

I don't think we've been impacted because our culture binds us.

We do always have to drive good communication across borders, across continents, in order to make sure that we're sharing information, we're sharing stories about our clients, we're sharing ways to help our clients, we're sharing successes of our teams and new ideas that our teams have generated so that we can apply those to other clients in other places.

We do always have to drive good communication across borders, across continents, in order to make sure that we're sharing information, we're sharing stories about our clients, we're sharing ways to help our clients, we're sharing successes of our teams and new ideas that our teams have generated so that we can apply those to other clients in other places.

We do always have to drive good communication across borders, across continents, in order to make sure that we're sharing information, we're sharing stories about our clients, we're sharing ways to help our clients, we're sharing successes of our teams and new ideas that our teams have generated so that we can apply those to other clients in other places.

But I think when you have a strong culture, you can stand together regardless of some of the geopolitical nuance that is floating around you. Now, is that something that becomes particularly difficult as those geopolitical pressures increase?

But I think when you have a strong culture, you can stand together regardless of some of the geopolitical nuance that is floating around you. Now, is that something that becomes particularly difficult as those geopolitical pressures increase?

But I think when you have a strong culture, you can stand together regardless of some of the geopolitical nuance that is floating around you. Now, is that something that becomes particularly difficult as those geopolitical pressures increase?

grow and get into something that we may not have encountered yet, possibly, which is why as a leadership team, we have to be nimble and we have to always be ready to react and support our teams through anything unexpected that happens.

grow and get into something that we may not have encountered yet, possibly, which is why as a leadership team, we have to be nimble and we have to always be ready to react and support our teams through anything unexpected that happens.

grow and get into something that we may not have encountered yet, possibly, which is why as a leadership team, we have to be nimble and we have to always be ready to react and support our teams through anything unexpected that happens.

Before I came to Russell Reynolds, Simon, I was a management consultant and was pretty young and inexperienced, but was trained by some great senior consultants and was given a lot of responsibility early on to contribute to significant efforts at clients.

Before I came to Russell Reynolds, Simon, I was a management consultant and was pretty young and inexperienced, but was trained by some great senior consultants and was given a lot of responsibility early on to contribute to significant efforts at clients.

Before I came to Russell Reynolds, Simon, I was a management consultant and was pretty young and inexperienced, but was trained by some great senior consultants and was given a lot of responsibility early on to contribute to significant efforts at clients.

And there was this one project we were working on helping the CEO of a business reorganize his team and his organization and kind of plot a new strategy for the group together with a leadership team. And I remember vividly sitting in his office down in Oklahoma

And there was this one project we were working on helping the CEO of a business reorganize his team and his organization and kind of plot a new strategy for the group together with a leadership team. And I remember vividly sitting in his office down in Oklahoma

And there was this one project we were working on helping the CEO of a business reorganize his team and his organization and kind of plot a new strategy for the group together with a leadership team. And I remember vividly sitting in his office down in Oklahoma

late one evening and he was kind of laying out some of his plans and I took the leap of faith and told him that I thought it was completely wrong and that he needed to be thinking about things in a different way and sort of describe that and he was he was pretty taken aback for a moment and then I sort of quickly pivoted in the direction that I had suggested.

late one evening and he was kind of laying out some of his plans and I took the leap of faith and told him that I thought it was completely wrong and that he needed to be thinking about things in a different way and sort of describe that and he was he was pretty taken aback for a moment and then I sort of quickly pivoted in the direction that I had suggested.

late one evening and he was kind of laying out some of his plans and I took the leap of faith and told him that I thought it was completely wrong and that he needed to be thinking about things in a different way and sort of describe that and he was he was pretty taken aback for a moment and then I sort of quickly pivoted in the direction that I had suggested.

It's a redefiner moment for me because until then I had, you know, kind of felt like I was a cog in a wheel and a helper. At that moment, I think I really started to become a true advisor and kind of shed any inhibitions I had about speaking my mind to clients if I truly believed and had the had the data for believing that the direction they were taking could use another perspective.

It's a redefiner moment for me because until then I had, you know, kind of felt like I was a cog in a wheel and a helper. At that moment, I think I really started to become a true advisor and kind of shed any inhibitions I had about speaking my mind to clients if I truly believed and had the had the data for believing that the direction they were taking could use another perspective.

It's a redefiner moment for me because until then I had, you know, kind of felt like I was a cog in a wheel and a helper. At that moment, I think I really started to become a true advisor and kind of shed any inhibitions I had about speaking my mind to clients if I truly believed and had the had the data for believing that the direction they were taking could use another perspective.

So I think for me, that kind of had a lot to do with the course I took since then.

So I think for me, that kind of had a lot to do with the course I took since then.

So I think for me, that kind of had a lot to do with the course I took since then.

I'm looking forward to, you said rapid fire, right? I'm looking forward to spending time with our people and with our clients. And I think you've answered this one already, but to remind everyone, what was your first job? My first job, I was a cashier at the Winn-Dixie in South Miami. Do you know what a Winn-Dixie is, Simon? I have no idea what a Winn-Dixie is. Oh, my God. Winn-Dixie is amazing.

I'm looking forward to, you said rapid fire, right? I'm looking forward to spending time with our people and with our clients. And I think you've answered this one already, but to remind everyone, what was your first job? My first job, I was a cashier at the Winn-Dixie in South Miami. Do you know what a Winn-Dixie is, Simon? I have no idea what a Winn-Dixie is. Oh, my God. Winn-Dixie is amazing.

I'm looking forward to, you said rapid fire, right? I'm looking forward to spending time with our people and with our clients. And I think you've answered this one already, but to remind everyone, what was your first job? My first job, I was a cashier at the Winn-Dixie in South Miami. Do you know what a Winn-Dixie is, Simon? I have no idea what a Winn-Dixie is. Oh, my God. Winn-Dixie is amazing.

It's a supermarket chain, mostly in the South. And I was a cashier. And it was just when scanning items at the cash register had come up. So I didn't have to learn how to key in everything. But it was... It was a great customer service job.

It's a supermarket chain, mostly in the South. And I was a cashier. And it was just when scanning items at the cash register had come up. So I didn't have to learn how to key in everything. But it was... It was a great customer service job.

It's a supermarket chain, mostly in the South. And I was a cashier. And it was just when scanning items at the cash register had come up. So I didn't have to learn how to key in everything. But it was... It was a great customer service job.

Well, happy to, Simon. And I think you might be able to tell from my name that there's a heavy Greek influence there. And both my parents were raised in Greece. My mother was born in Egypt, but raised in Greece. My father was born on the you know, lived very interesting early lives and kind of difficult lives at that time.

Well, happy to, Simon. And I think you might be able to tell from my name that there's a heavy Greek influence there. And both my parents were raised in Greece. My mother was born in Egypt, but raised in Greece. My father was born on the you know, lived very interesting early lives and kind of difficult lives at that time.

Well, happy to, Simon. And I think you might be able to tell from my name that there's a heavy Greek influence there. And both my parents were raised in Greece. My mother was born in Egypt, but raised in Greece. My father was born on the you know, lived very interesting early lives and kind of difficult lives at that time.

Everything. I wish I had learned everything sooner. I mean, I'm still learning. I think that's a key part of, I think, all of our journeys. What do I wish I had learned sooner? I think communication is so key to leadership. And I think, as I said, I think I'm still learning how to be a good communicator.

Everything. I wish I had learned everything sooner. I mean, I'm still learning. I think that's a key part of, I think, all of our journeys. What do I wish I had learned sooner? I think communication is so key to leadership. And I think, as I said, I think I'm still learning how to be a good communicator.

Everything. I wish I had learned everything sooner. I mean, I'm still learning. I think that's a key part of, I think, all of our journeys. What do I wish I had learned sooner? I think communication is so key to leadership. And I think, as I said, I think I'm still learning how to be a good communicator.

But I wish, you know, I see some great communicators and wish I had been able to learn how to communicate effectively earlier in my career, for sure.

But I wish, you know, I see some great communicators and wish I had been able to learn how to communicate effectively earlier in my career, for sure.

But I wish, you know, I see some great communicators and wish I had been able to learn how to communicate effectively earlier in my career, for sure.

You're asking me for my secrets. Well, I love the misperception question. What's a misperception about you? What is one subject you'd like to learn more about? Maybe because of my upbringing, I'm a sort of archaeology history buff. So I'd love to spend more time really learning more about ancient civilizations and ancient history.

You're asking me for my secrets. Well, I love the misperception question. What's a misperception about you? What is one subject you'd like to learn more about? Maybe because of my upbringing, I'm a sort of archaeology history buff. So I'd love to spend more time really learning more about ancient civilizations and ancient history.

You're asking me for my secrets. Well, I love the misperception question. What's a misperception about you? What is one subject you'd like to learn more about? Maybe because of my upbringing, I'm a sort of archaeology history buff. So I'd love to spend more time really learning more about ancient civilizations and ancient history.

And I've never formally been on a dig, but I'd love to do that at some point.

And I've never formally been on a dig, but I'd love to do that at some point.

And I've never formally been on a dig, but I'd love to do that at some point.

I would say, don't worry about your aspirations. Focus on doing great work, living by your values, delivering innovative ways of doing things for your customers and your colleagues, and always bring a little filo timo in everything you do.

I would say, don't worry about your aspirations. Focus on doing great work, living by your values, delivering innovative ways of doing things for your customers and your colleagues, and always bring a little filo timo in everything you do.

I would say, don't worry about your aspirations. Focus on doing great work, living by your values, delivering innovative ways of doing things for your customers and your colleagues, and always bring a little filo timo in everything you do.

Thank you, Simon. It's a privilege to be here.

Thank you, Simon. It's a privilege to be here.

Thank you, Simon. It's a privilege to be here.

The Greeks were kind of exiled from Egypt when she was a young child and they were refugees in Greece. And my father lost his father and his grandfather in the Second World War. They were executed by the Nazis when their village was invaded. So I mentioned that because I think

The Greeks were kind of exiled from Egypt when she was a young child and they were refugees in Greece. And my father lost his father and his grandfather in the Second World War. They were executed by the Nazis when their village was invaded. So I mentioned that because I think

The Greeks were kind of exiled from Egypt when she was a young child and they were refugees in Greece. And my father lost his father and his grandfather in the Second World War. They were executed by the Nazis when their village was invaded. So I mentioned that because I think

Part of my formative elements and literally DNA has been around the importance of family and helping your neighbor and doing good for others, which my parents had to experience as they grew up in those environments. And as they came to the United States for education and subsequently becoming university professors.

Part of my formative elements and literally DNA has been around the importance of family and helping your neighbor and doing good for others, which my parents had to experience as they grew up in those environments. And as they came to the United States for education and subsequently becoming university professors.

Part of my formative elements and literally DNA has been around the importance of family and helping your neighbor and doing good for others, which my parents had to experience as they grew up in those environments. And as they came to the United States for education and subsequently becoming university professors.

So one of the things I was raised on was this concept of the Greek word philotimo, which if you Google it, you'll see there's no real translation. But the meaning of it is around helping others, giving of yourself, generosity, kindness, and treating others with respect. And that's a key concept. element of the Greek culture. It's a key element of the culture that I was kind of raised with.

So one of the things I was raised on was this concept of the Greek word philotimo, which if you Google it, you'll see there's no real translation. But the meaning of it is around helping others, giving of yourself, generosity, kindness, and treating others with respect. And that's a key concept. element of the Greek culture. It's a key element of the culture that I was kind of raised with.

So one of the things I was raised on was this concept of the Greek word philotimo, which if you Google it, you'll see there's no real translation. But the meaning of it is around helping others, giving of yourself, generosity, kindness, and treating others with respect. And that's a key concept. element of the Greek culture. It's a key element of the culture that I was kind of raised with.

And it's a key element of how I like to work with colleagues and lead our organizations and our clients.

And it's a key element of how I like to work with colleagues and lead our organizations and our clients.

And it's a key element of how I like to work with colleagues and lead our organizations and our clients.

It's a good question. I mean, I think everyone, no matter what culture you're raised in, there are values associated with that, positive values and ways of interacting with fellow human beings that shape one as they go through school and life experiences, right? I think that... the way that's translated into organizations is through organizational culture.

It's a good question. I mean, I think everyone, no matter what culture you're raised in, there are values associated with that, positive values and ways of interacting with fellow human beings that shape one as they go through school and life experiences, right? I think that... the way that's translated into organizations is through organizational culture.

It's a good question. I mean, I think everyone, no matter what culture you're raised in, there are values associated with that, positive values and ways of interacting with fellow human beings that shape one as they go through school and life experiences, right? I think that... the way that's translated into organizations is through organizational culture.

And every organization, most organizations have a culture, and it's a combination of the shared values of the people in that organization, and sort of the emotions and the way that community is formed in that organization, the way work gets done in that organization. And I don't think any of those things, Simon, if I'm answering your question correctly, are static.

And every organization, most organizations have a culture, and it's a combination of the shared values of the people in that organization, and sort of the emotions and the way that community is formed in that organization, the way work gets done in that organization. And I don't think any of those things, Simon, if I'm answering your question correctly, are static.

And every organization, most organizations have a culture, and it's a combination of the shared values of the people in that organization, and sort of the emotions and the way that community is formed in that organization, the way work gets done in that organization. And I don't think any of those things, Simon, if I'm answering your question correctly, are static.

I think they're pretty dynamic and they can certainly evolve as organizations evolve and they certainly evolve as the people within that organization change or as the people as different people come into that organization, but also as those individuals grow and evolve their leadership styles, evolve their ways of working.

I think they're pretty dynamic and they can certainly evolve as organizations evolve and they certainly evolve as the people within that organization change or as the people as different people come into that organization, but also as those individuals grow and evolve their leadership styles, evolve their ways of working.

I think they're pretty dynamic and they can certainly evolve as organizations evolve and they certainly evolve as the people within that organization change or as the people as different people come into that organization, but also as those individuals grow and evolve their leadership styles, evolve their ways of working.

So I think for anybody, it's a pretty dynamic experience throughout their careers. And for any organization, it's a pretty dynamic activity.

So I think for anybody, it's a pretty dynamic experience throughout their careers. And for any organization, it's a pretty dynamic activity.

So I think for anybody, it's a pretty dynamic experience throughout their careers. And for any organization, it's a pretty dynamic activity.

Law school was interesting. Law school is academically, it's a very challenging experience, but it's also, it really helps you think. And I think in my career, it's helped me cut through information or issues or topics. You learn that in law school. How do you figure out what the key pieces of information are in a cluttered set of data and information? And how do you build results

Law school was interesting. Law school is academically, it's a very challenging experience, but it's also, it really helps you think. And I think in my career, it's helped me cut through information or issues or topics. You learn that in law school. How do you figure out what the key pieces of information are in a cluttered set of data and information? And how do you build results

Law school was interesting. Law school is academically, it's a very challenging experience, but it's also, it really helps you think. And I think in my career, it's helped me cut through information or issues or topics. You learn that in law school. How do you figure out what the key pieces of information are in a cluttered set of data and information? And how do you build results

on those key pieces of information. So it's actually probably, it's probably both a benefit and a curse. The benefit is that training allowed me to really learn how to get to the bottom of things and to kind of slice away the noise and get to the heart of problem solving. The curse is probably that sometimes It can help me get to that in a way that may not look at all the noise in the system.

on those key pieces of information. So it's actually probably, it's probably both a benefit and a curse. The benefit is that training allowed me to really learn how to get to the bottom of things and to kind of slice away the noise and get to the heart of problem solving. The curse is probably that sometimes It can help me get to that in a way that may not look at all the noise in the system.

on those key pieces of information. So it's actually probably, it's probably both a benefit and a curse. The benefit is that training allowed me to really learn how to get to the bottom of things and to kind of slice away the noise and get to the heart of problem solving. The curse is probably that sometimes It can help me get to that in a way that may not look at all the noise in the system.

I've needed to learn how to balance that.

I've needed to learn how to balance that.

I've needed to learn how to balance that.

No. I could see that stereotyping out there, but no, I see myself more as somebody who kind of listens, considers, and then tries to help the team get to the conclusion. Although I will say that that style has definitely evolved through many years of different jobs, different levels of responsibility, and so on. I'm sure you've read...

No. I could see that stereotyping out there, but no, I see myself more as somebody who kind of listens, considers, and then tries to help the team get to the conclusion. Although I will say that that style has definitely evolved through many years of different jobs, different levels of responsibility, and so on. I'm sure you've read...

No. I could see that stereotyping out there, but no, I see myself more as somebody who kind of listens, considers, and then tries to help the team get to the conclusion. Although I will say that that style has definitely evolved through many years of different jobs, different levels of responsibility, and so on. I'm sure you've read...

Ty Wiggins' book, The New CEO, he talks a lot about the CEO transition and how does one sort of evolve their approach in a completely different job, which is what being a CEO is. So I think there are a lot of parallels in how he describes that with the journey that I've been on and I know the journeys that many other peers have been on.

Ty Wiggins' book, The New CEO, he talks a lot about the CEO transition and how does one sort of evolve their approach in a completely different job, which is what being a CEO is. So I think there are a lot of parallels in how he describes that with the journey that I've been on and I know the journeys that many other peers have been on.

Ty Wiggins' book, The New CEO, he talks a lot about the CEO transition and how does one sort of evolve their approach in a completely different job, which is what being a CEO is. So I think there are a lot of parallels in how he describes that with the journey that I've been on and I know the journeys that many other peers have been on.

Look, as you sort of said, I was very lucky to come into a role where the firm was very successful, doing great work for its clients day in, day out around the world. And the situation was more of a build on the greatness versus do a turnaround or a transformation. But the complicating factor, which I think is true for many CEOs today, is the macro challenges outside our doors.

Look, as you sort of said, I was very lucky to come into a role where the firm was very successful, doing great work for its clients day in, day out around the world. And the situation was more of a build on the greatness versus do a turnaround or a transformation. But the complicating factor, which I think is true for many CEOs today, is the macro challenges outside our doors.

Look, as you sort of said, I was very lucky to come into a role where the firm was very successful, doing great work for its clients day in, day out around the world. And the situation was more of a build on the greatness versus do a turnaround or a transformation. But the complicating factor, which I think is true for many CEOs today, is the macro challenges outside our doors.

were multiplying at a significant pace, whether it was global geopolitical unrest, which had not really been an issue for many, many years, social upheaval, rapidly advancing technological opportunities and challenges. were and are moving very quickly and advancing. And any enterprise today needs to hit those head on.

were multiplying at a significant pace, whether it was global geopolitical unrest, which had not really been an issue for many, many years, social upheaval, rapidly advancing technological opportunities and challenges. were and are moving very quickly and advancing. And any enterprise today needs to hit those head on.

were multiplying at a significant pace, whether it was global geopolitical unrest, which had not really been an issue for many, many years, social upheaval, rapidly advancing technological opportunities and challenges. were and are moving very quickly and advancing. And any enterprise today needs to hit those head on.

So to answer your question, what I did quickly was I felt like we needed to hit the ground running. And as a result, I had the benefit of having a six-month transition period. But during that time before I was even enrolled with the team, we kind of designed what the

So to answer your question, what I did quickly was I felt like we needed to hit the ground running. And as a result, I had the benefit of having a six-month transition period. But during that time before I was even enrolled with the team, we kind of designed what the

So to answer your question, what I did quickly was I felt like we needed to hit the ground running. And as a result, I had the benefit of having a six-month transition period. But during that time before I was even enrolled with the team, we kind of designed what the

the team structure, senior leadership team structure would be going forward and named it and put it in place so that January 1st, we were off and running. So that was a big thing of what I did when I came into the role. I wasn't going to wait for a year to kind of evaluate and decide.

the team structure, senior leadership team structure would be going forward and named it and put it in place so that January 1st, we were off and running. So that was a big thing of what I did when I came into the role. I wasn't going to wait for a year to kind of evaluate and decide.

the team structure, senior leadership team structure would be going forward and named it and put it in place so that January 1st, we were off and running. So that was a big thing of what I did when I came into the role. I wasn't going to wait for a year to kind of evaluate and decide.

I'd been in leadership for a while and kind of had a good sense of where we should take things next from a leadership team structure perspective. I think what I... didn't do, which was the other part of your question, was really want to upset the apple card in terms of how we serve clients and how our clients saw us.

I'd been in leadership for a while and kind of had a good sense of where we should take things next from a leadership team structure perspective. I think what I... didn't do, which was the other part of your question, was really want to upset the apple card in terms of how we serve clients and how our clients saw us.

I'd been in leadership for a while and kind of had a good sense of where we should take things next from a leadership team structure perspective. I think what I... didn't do, which was the other part of your question, was really want to upset the apple card in terms of how we serve clients and how our clients saw us.

I wanted any leadership change at Russell Reynolds to be really seamless to our clients. So that was super important.

I wanted any leadership change at Russell Reynolds to be really seamless to our clients. So that was super important.

I wanted any leadership change at Russell Reynolds to be really seamless to our clients. So that was super important.

The surprises were the number of surprises that there were. And it wasn't really surprises so much about the organization, but it was surprises about the job, which is especially surprising when you've been a consultant to CEOs and boards about CEO topics for many years. But one of the CEOs quoted in Ty's book says it perfectly. I think...

The surprises were the number of surprises that there were. And it wasn't really surprises so much about the organization, but it was surprises about the job, which is especially surprising when you've been a consultant to CEOs and boards about CEO topics for many years. But one of the CEOs quoted in Ty's book says it perfectly. I think...

The surprises were the number of surprises that there were. And it wasn't really surprises so much about the organization, but it was surprises about the job, which is especially surprising when you've been a consultant to CEOs and boards about CEO topics for many years. But one of the CEOs quoted in Ty's book says it perfectly. I think...

many of us, and I've heard this from other CEOs, I'll mention that in a second, but many of us thought of the CEO role as a bigger job than our previous role. But the reality is that it's not a bigger job. It's a completely different job. The way you think about things, the way you get things done, the things that you get done, those are all very different.

many of us, and I've heard this from other CEOs, I'll mention that in a second, but many of us thought of the CEO role as a bigger job than our previous role. But the reality is that it's not a bigger job. It's a completely different job. The way you think about things, the way you get things done, the things that you get done, those are all very different.

many of us, and I've heard this from other CEOs, I'll mention that in a second, but many of us thought of the CEO role as a bigger job than our previous role. But the reality is that it's not a bigger job. It's a completely different job. The way you think about things, the way you get things done, the things that you get done, those are all very different.

And perhaps naively, that was a surprise for me. But it's also something I've heard from many, many other CEOs across industries who came into the role from not having been a CEO before. So that was a big surprise. And that led to many other surprises in terms of the types of things I chose to spend my time on, how I did that, the ways of getting things done.

And perhaps naively, that was a surprise for me. But it's also something I've heard from many, many other CEOs across industries who came into the role from not having been a CEO before. So that was a big surprise. And that led to many other surprises in terms of the types of things I chose to spend my time on, how I did that, the ways of getting things done.

And perhaps naively, that was a surprise for me. But it's also something I've heard from many, many other CEOs across industries who came into the role from not having been a CEO before. So that was a big surprise. And that led to many other surprises in terms of the types of things I chose to spend my time on, how I did that, the ways of getting things done.

We also had the benefit of being a brand new leadership team, but also there were difficulties with that in that many of those people hadn't led before at that level. So we were all sort of learning on the job.

We also had the benefit of being a brand new leadership team, but also there were difficulties with that in that many of those people hadn't led before at that level. So we were all sort of learning on the job.

We also had the benefit of being a brand new leadership team, but also there were difficulties with that in that many of those people hadn't led before at that level. So we were all sort of learning on the job.

Well, I think the biggest thing was, and there's quite a bit of literature about this, but I think it's mostly false, which is that there's a lot of thinking out there that says that the most successful CEOs are the ones that drive execution of the strategy. And I think the concept may be accurate, but those CEOs aren't really driving execution.

Well, I think the biggest thing was, and there's quite a bit of literature about this, but I think it's mostly false, which is that there's a lot of thinking out there that says that the most successful CEOs are the ones that drive execution of the strategy. And I think the concept may be accurate, but those CEOs aren't really driving execution.

Well, I think the biggest thing was, and there's quite a bit of literature about this, but I think it's mostly false, which is that there's a lot of thinking out there that says that the most successful CEOs are the ones that drive execution of the strategy. And I think the concept may be accurate, but those CEOs aren't really driving execution.

What I've learned is that those CEOs are sort of inspiring others to drive execution or to inspire others to drive execution. That was a big learning for me. And I think it's especially hard for, and I've heard this from CEOs who came through operational roles into the CEO role.

What I've learned is that those CEOs are sort of inspiring others to drive execution or to inspire others to drive execution. That was a big learning for me. And I think it's especially hard for, and I've heard this from CEOs who came through operational roles into the CEO role.

What I've learned is that those CEOs are sort of inspiring others to drive execution or to inspire others to drive execution. That was a big learning for me. And I think it's especially hard for, and I've heard this from CEOs who came through operational roles into the CEO role.

or similar capabilities, you have to completely shift your thinking, your communication toolkits, and the way you interact with your leadership team to enact that.

or similar capabilities, you have to completely shift your thinking, your communication toolkits, and the way you interact with your leadership team to enact that.

or similar capabilities, you have to completely shift your thinking, your communication toolkits, and the way you interact with your leadership team to enact that.

I don't know. Simon, I may just disagree with this question. I think 10 years ago, our business, which most of its assets are people and proprietary information, but people at the heart of it certainly is a people business. But I think in the last decade or so, manufacturing businesses, other sort of hard asset businesses,

I don't know. Simon, I may just disagree with this question. I think 10 years ago, our business, which most of its assets are people and proprietary information, but people at the heart of it certainly is a people business. But I think in the last decade or so, manufacturing businesses, other sort of hard asset businesses,

I don't know. Simon, I may just disagree with this question. I think 10 years ago, our business, which most of its assets are people and proprietary information, but people at the heart of it certainly is a people business. But I think in the last decade or so, manufacturing businesses, other sort of hard asset businesses,

The importance of people and the importance of human capital in those organizations to actually differentiate them and drive growth, I think, is increased. So I think to a large degree, all of us have become people businesses in the last decade. But certainly a professional services firm like ours has people at its core more so than other organizations that have other assets that they work with.

The importance of people and the importance of human capital in those organizations to actually differentiate them and drive growth, I think, is increased. So I think to a large degree, all of us have become people businesses in the last decade. But certainly a professional services firm like ours has people at its core more so than other organizations that have other assets that they work with.

The importance of people and the importance of human capital in those organizations to actually differentiate them and drive growth, I think, is increased. So I think to a large degree, all of us have become people businesses in the last decade. But certainly a professional services firm like ours has people at its core more so than other organizations that have other assets that they work with.

The tenets of that are the same as in other businesses where people may not be the only key to it, which is we are nothing without our people. Our people are what drive our culture, which is one of our greatest assets. And the reality is that Those people need to be nurtured every day by me, by the leadership team, by their peers.

The tenets of that are the same as in other businesses where people may not be the only key to it, which is we are nothing without our people. Our people are what drive our culture, which is one of our greatest assets. And the reality is that Those people need to be nurtured every day by me, by the leadership team, by their peers.

The tenets of that are the same as in other businesses where people may not be the only key to it, which is we are nothing without our people. Our people are what drive our culture, which is one of our greatest assets. And the reality is that Those people need to be nurtured every day by me, by the leadership team, by their peers.

Every day the issues are different, but the level of nurturing, the level of support, the level of trust building, the level of community, the level of fun, all those things needs daily nurturing. But I would say, again, I don't think that's necessarily unique to a business like ours. I think it's unique across all types of organizations. You've been at Russell Reynolds now for nearly 20 years.

Every day the issues are different, but the level of nurturing, the level of support, the level of trust building, the level of community, the level of fun, all those things needs daily nurturing. But I would say, again, I don't think that's necessarily unique to a business like ours. I think it's unique across all types of organizations. You've been at Russell Reynolds now for nearly 20 years.

Every day the issues are different, but the level of nurturing, the level of support, the level of trust building, the level of community, the level of fun, all those things needs daily nurturing. But I would say, again, I don't think that's necessarily unique to a business like ours. I think it's unique across all types of organizations. You've been at Russell Reynolds now for nearly 20 years.