Tomas Chamorro-Premuzic

Yeah, there's a couple of things that really excite me about today's guest.

The first is, of course, as you just said, that he's really managed to execute a large transformation project at scale, which, as we know, is something that many of our clients are struggling with.

The second one is that he had a really unconventional, almost squiggly, unusual path to the C-suite first and then to becoming CEO.

So Andy, welcome to Redefiners.

Thank you very much.

It's great to be here.

There's several reasons why we're very excited to have you.

But I think as a starting point, one of the main reasons that your profile was so interesting to us is that you kind of had a little bit of an unusual pathway or track to the C-suite first and then to becoming CEO.

So should we start with that?

And maybe you want to recap what that kind of relatively squiggly or unpredictable path was?

I assume the fact that you worked in different industries informed how you approach your role as a CEO.

Are there any commonalities, any things that basically influence your style or your approach?

A lot of our clients, listeners are still struggling with transformation.

Now it might be AI before it was digital.

So I would love to hear how you tackled it.

And generally speaking, if CEOs or leaders are planning to embark on a big transformation project, whether it's digital or AI, what are some of the lessons that you can share with them?

Andy, before we segue into cyber, which we know is, you know, one of the things that you're very focused on right now, just a final question on transformation.

Obviously, you know, the Telstra case study and example and what you illustrated might be a really great example of sort of like digital transformation.

Now, a lot of organizations, especially if they have managed that, are thinking about the AI aspect of it.

How would you advise CEOs that are kind of grappling with AI transformation now?