Lyssa McGowan

First of all, leading the broadband business. Then we started a mobile business, which was like an amazing startup, but with all the resources of a big incumbent, we were able to do some really innovative things there.

First of all, leading the broadband business. Then we started a mobile business, which was like an amazing startup, but with all the resources of a big incumbent, we were able to do some really innovative things there.

And all of this time, because it wasn't the core business of Sky, everyone was really focused on TV, I got to do loads of really interesting and cool things as I was sort of growing my exec career. So I've always been attracted to roles maybe where you're doing something a bit innovative and different and then eventually came on to run the whole consumer business. So that was a great time.

And all of this time, because it wasn't the core business of Sky, everyone was really focused on TV, I got to do loads of really interesting and cool things as I was sort of growing my exec career. So I've always been attracted to roles maybe where you're doing something a bit innovative and different and then eventually came on to run the whole consumer business. So that was a great time.

And all of this time, because it wasn't the core business of Sky, everyone was really focused on TV, I got to do loads of really interesting and cool things as I was sort of growing my exec career. So I've always been attracted to roles maybe where you're doing something a bit innovative and different and then eventually came on to run the whole consumer business. So that was a great time.

And it was actually a real wrench to leave, I have to say, because it's such a fun, dynamic place. And I'd been on this journey from... taking it from an analog TV provider to kind of a media and telco be a myth. But ultimately, I just felt really ready to be a CEO. It was just the time.

And it was actually a real wrench to leave, I have to say, because it's such a fun, dynamic place. And I'd been on this journey from... taking it from an analog TV provider to kind of a media and telco be a myth. But ultimately, I just felt really ready to be a CEO. It was just the time.

And it was actually a real wrench to leave, I have to say, because it's such a fun, dynamic place. And I'd been on this journey from... taking it from an analog TV provider to kind of a media and telco be a myth. But ultimately, I just felt really ready to be a CEO. It was just the time.

I often talk about the CEO role as not, it's not kind of quantitatively different. I thought it would be 30% harder than a divisional, like, you know, owner or executive. And it's not any percent harder. It's just a completely different role. And like with any transition, what gets you to be successful in your old role is almost the thing that will hold you back in your new role.

I often talk about the CEO role as not, it's not kind of quantitatively different. I thought it would be 30% harder than a divisional, like, you know, owner or executive. And it's not any percent harder. It's just a completely different role. And like with any transition, what gets you to be successful in your old role is almost the thing that will hold you back in your new role.

I often talk about the CEO role as not, it's not kind of quantitatively different. I thought it would be 30% harder than a divisional, like, you know, owner or executive. And it's not any percent harder. It's just a completely different role. And like with any transition, what gets you to be successful in your old role is almost the thing that will hold you back in your new role.

People say it's lonely. I don't find it lonely because there's actually lots of people that you can talk to. I've got lots of mentors. Lots of people will give you soundings and advice. In the end, the buck stops. You have to make the call. When something is difficult and you're an executive, your job really is to figure out the plan. Ideally, keep the CEO away.

People say it's lonely. I don't find it lonely because there's actually lots of people that you can talk to. I've got lots of mentors. Lots of people will give you soundings and advice. In the end, the buck stops. You have to make the call. When something is difficult and you're an executive, your job really is to figure out the plan. Ideally, keep the CEO away.

People say it's lonely. I don't find it lonely because there's actually lots of people that you can talk to. I've got lots of mentors. Lots of people will give you soundings and advice. In the end, the buck stops. You have to make the call. When something is difficult and you're an executive, your job really is to figure out the plan. Ideally, keep the CEO away.

so you can figure it out and get on with it. But if you have to involve the CEO, convince the CEO of kind of what's the right next step. But when you're the CEO, you have to convince yourself. And it turns out I'm a much harder...

so you can figure it out and get on with it. But if you have to involve the CEO, convince the CEO of kind of what's the right next step. But when you're the CEO, you have to convince yourself. And it turns out I'm a much harder...

so you can figure it out and get on with it. But if you have to involve the CEO, convince the CEO of kind of what's the right next step. But when you're the CEO, you have to convince yourself. And it turns out I'm a much harder...

sell than than any of my bosses and quite often you're choosing between you know not great options and you're only 50 sure that one of them might be the best and then you have to kind of perform this alchemy where you pick one and then convince the organization that it's you know absolutely logical and clear and we should all follow it and performing that alchemy is it's

sell than than any of my bosses and quite often you're choosing between you know not great options and you're only 50 sure that one of them might be the best and then you have to kind of perform this alchemy where you pick one and then convince the organization that it's you know absolutely logical and clear and we should all follow it and performing that alchemy is it's

sell than than any of my bosses and quite often you're choosing between you know not great options and you're only 50 sure that one of them might be the best and then you have to kind of perform this alchemy where you pick one and then convince the organization that it's you know absolutely logical and clear and we should all follow it and performing that alchemy is it's