Simon Kingston

Now, people will understand as we enter bonus season just how unfair it is for me to be left on my own with the boss having this conversation, and Hoda owes me for abandoning me in this situation. But before we kick off and get into the serious meat of what we're going to talk about, can you tell us a little bit about your formation? not so much as a leader, but as Constantine.

And as a clue to what might be interesting, perhaps as you unpack that and your early formative experiences, maybe you could explain to our listeners the philotimo. concept?

And as a clue to what might be interesting, perhaps as you unpack that and your early formative experiences, maybe you could explain to our listeners the philotimo. concept?

And as a clue to what might be interesting, perhaps as you unpack that and your early formative experiences, maybe you could explain to our listeners the philotimo. concept?

And that idea of deep cultural formation is fascinating because it comes through that sense of solidarity that was clearly bred into you from a very early stage. We'll get into this a bit later, perhaps, but to what extent can that be taught and replicated in a business context? Or are you born and raised with it?

And that idea of deep cultural formation is fascinating because it comes through that sense of solidarity that was clearly bred into you from a very early stage. We'll get into this a bit later, perhaps, but to what extent can that be taught and replicated in a business context? Or are you born and raised with it?

And that idea of deep cultural formation is fascinating because it comes through that sense of solidarity that was clearly bred into you from a very early stage. We'll get into this a bit later, perhaps, but to what extent can that be taught and replicated in a business context? Or are you born and raised with it?

I think we're going to loop back to that, both as it relates to us here at Russell Reynolds and the wider industry. But reverting for a second to you, from that really rich family background, how do you think your time in law school shaped you? What did it give you that you then took into your career?

I think we're going to loop back to that, both as it relates to us here at Russell Reynolds and the wider industry. But reverting for a second to you, from that really rich family background, how do you think your time in law school shaped you? What did it give you that you then took into your career?

I think we're going to loop back to that, both as it relates to us here at Russell Reynolds and the wider industry. But reverting for a second to you, from that really rich family background, how do you think your time in law school shaped you? What did it give you that you then took into your career?

That was going to be a question I had because I think, among colleagues, you're really respected for the clarity of your analytical capability. almost forensic legal training coming through, perhaps. Is that how you see yourself as a leader, as somebody who leads through persuasion and force of argument?

That was going to be a question I had because I think, among colleagues, you're really respected for the clarity of your analytical capability. almost forensic legal training coming through, perhaps. Is that how you see yourself as a leader, as somebody who leads through persuasion and force of argument?

That was going to be a question I had because I think, among colleagues, you're really respected for the clarity of your analytical capability. almost forensic legal training coming through, perhaps. Is that how you see yourself as a leader, as somebody who leads through persuasion and force of argument?

Let's talk a bit about that. You became our CEO in 2022. Unlike some of the other people we've interviewed on Redefiners, it wasn't in the context of an emergency, it wasn't sudden, it was planned. With that in mind, how did you think about the things that you chose to do and the things you chose not to do early on in your time as CEO?

Let's talk a bit about that. You became our CEO in 2022. Unlike some of the other people we've interviewed on Redefiners, it wasn't in the context of an emergency, it wasn't sudden, it was planned. With that in mind, how did you think about the things that you chose to do and the things you chose not to do early on in your time as CEO?

Let's talk a bit about that. You became our CEO in 2022. Unlike some of the other people we've interviewed on Redefiners, it wasn't in the context of an emergency, it wasn't sudden, it was planned. With that in mind, how did you think about the things that you chose to do and the things you chose not to do early on in your time as CEO?

And knowing the organization as you did, were there any surprises when you became CEO? Were there things that you hadn't anticipated about about the firm, about the task that awaited you as CEO?

And knowing the organization as you did, were there any surprises when you became CEO? Were there things that you hadn't anticipated about about the firm, about the task that awaited you as CEO?

And knowing the organization as you did, were there any surprises when you became CEO? Were there things that you hadn't anticipated about about the firm, about the task that awaited you as CEO?

And if you were to pick out a couple of those, the differences in the way you are a CEO now from how you began and how you expected, what are some of those things in terms of how you do what you do?