As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.
Sentiment: NEGATIVE
As the CEO, I have to take care of the short term, mid term and the long term.
I became CEO at the beginning of the hit on old economy stocks. When something like that occurs in your first six months as a CEO of a more traditional branded firm, it makes for a fast learning curve.
I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.
I seek out a lot of advice from other CEOs.
There are pros and cons of experience. A con is that you can't look at the business with a fresh pair of eyes and as objectively as if you were a new CEO. Fire yourself on a Friday night and come in on Monday morning as if a search firm put you there as a turn-around leader. Can you be objective and make the bold change?
I've been preparing to run a big company all my life.
If you want a CEO role, you have to prepare for it with a vengeance.
On the First Coast, there's a team of individuals working extremely hard for the future of JAXPORT. On the road ahead, I look forward to working with them to see that the Port is afforded every opportunity to grow and expand. The challenge is large, but we are all up for it.
I do not want to be a long-term CEO.
Everything ultimately becomes the CEO's problem, no matter where it starts. I can see why some CEOs crack under the pressure.
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