Constantine Alexandrakis

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.