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Chief Executive Officer Winter 2021 / Spring 2022


Editorial Editor Andrea Valentino Sub-editor Nikki Peach Production manager Dave Stanford Group art director Henrik Williams Designer Martin Faulkner Head of content Jake Sharp


Commercial Client services executive Derek Deschamps Sales manager Sanjeev Dole sanjeev.dole@progressivemediainternational.com Managing director William Crocker


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t sometimes feels like CEOs are losing their grasp of the boardroom. Not that they want to: we all know they clawed their way to the corner office with grit and determination. But in a changing business universe, their power can often seem diluted, watered down. Think of it like this: now that technology insinuates its way into every facet of corporate life, might CIOs not be better placed to push their firms forward? Or at a time when financial transformation is the order of the day, perhaps CFOs should take the reins? Nor are these purely hypothetical questions. According to one recent survey, just 47% of respondents rated CEOs as “very or extremely” credible – 7% less than regular employees. Not that leaders always do themselves many favours, with over two-thirds admitting they weren’t fully ready for the role. More to the point, any slack will quickly be absorbed by ambitious colleagues. From investor relations to board management, CFOs claim they’re tightening their grip on key business activities. It goes without saying that CEOs risk falling behind. To put it another way, life for the modern CEO can be tough, even before the awesome pressures of the pandemic (though the paycheques doubtless help). But get it right – build a robust business model while keeping staff happy – and it’s clear that traditional corporate giants can still pull their weight. This edition of CEO is a testament to that truth. Consider Archer. Co-founder Brett Adcock is rapidly turning his air taxi company into a billion dollar proposition, along the way revolutionising how we navigate our towns and cities. Or think about Greg Jackson, CEO at Octopus Energy, who is transforming energy prospects for millions.


Beyond this fascinating pair we profile others – from Ohio to Shanghai – who are flexing their muscles and changing their industries for the better. What do all these titans share, beyond courage and nous beyond their years? We can probably summarise it in a single word: empathy. Whether it’s offering young mothers remarkable support, like Jane Jie Sun, or battling to improve mental health in tech, like Matthew Cooper, it’s clear the most successful modern CEOs are those that back their staff to the hilt. And if that can’t bolster their flagging credibility, little else will.


Andrea Valentino, editor


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