Discover John Doyle’s journey to CEO of Monex USA in the latest Meet The CEO Podcast. A candid conversation on leadership, growth, and earning trust through humility and hard work.
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Matt Crabtree, Host:
From Positive Momentum, this is Meet the CEO.
A show that attempts to unearth the truth behind why people pursue this career path, how they got there, and what is it that they actually do day-to-day? I’m Matt Crabtree, the founder of Positive Momentum, and on today’s show we meet John Doyle, the Chief Executive Officer of Monex USA, a firm that helps organizations navigate foreign exchange and international payments.
Now, Monex USA’s mission is clear. By providing expert FX solutions and global payment capability, their customers can move money internationally and manage risk in volatile currency markets. As you’ll learn, John himself joined the business back in 2005 when it was still called Tempus, grew up through the sales and trading side of the firm, and after nearly two decades of market experience, including Bloomberg Award-winning forecasting, he was asked to step into the CEO role in 2024. I started out, as we always do on Meet the CEO, by asking John why he chose to become a CEO.
John Doyle:
Well, basically I was, I was “volun-told.” I was told that this was my new role. It wasn’t something that I had applied to or was even, you know, kind of aspiring to, for a while anyway. But I’d worked at the company for, I think at the time about 19 years or so.
I had a background in sales at first, and then trading is where I’ve been longest, and for the last eight years I’ve been managing the dealing team. So I think I had a pretty good understanding of most of the aspects of the business. So I guess I was told I was a natural choice, even though it kind of surprised me. And now it’s been about a year and a half, and they still pay me. So I still show up.
Host:
Well, that’s fairly fantastic. I mean, it’s, I can’t remember. We’ve had a lot of guests on Meet the CEO. I can’t remember somebody who has had a sort of “man and boy” as one might say, or “woman and girl” to be fully inclusive journey from, you know, literally joining the company. I think you left university, right? And joined—it wasn’t Monex at the time, right—so just for the benefit of our listeners, what was it then?
John Doyle:
Yeah, the firm was called Tempus, which was founded in 1999, and I joined in 2005 right out of right out of grad school. So I celebrated 20 years this past summer.
Host:
Congratulations. And how many people were in the business in by 2005 and how many now?
John Doyle:
No, that’s a great question. It was probably about 15 to 17, something like that in in 2005 and now in Monex USA, we’re about 110-115 people across the US.
Host:
Wow, fantastic, fantastic. Well, congratulations and congratulations on your 20 years and your elevation. So you run Monex USA and then you have a counterpart who is CEO of Monex International. Do I get that right?
John Doyle:
That’s right. So previously my boss, well, he’s still my boss, JP Carriedo, was actually the CFO of Banco Monex. When Monex bought us and then moved to the US and he was the CEO of Monex USA for, I don’t know, something like 10 or 12 years, and now he is the CEO of Monex International. So he moved up. I moved up with him and he’s still my boss. So the reporting structure is still familiar and comfortable.
Host:
So he’s the man that volun-told you you’re going to be CEO of the USA?
John Doyle:
That is, that is correct. He is the reason sometimes I have uneasy sleeping nights, you know, but as you say, they’re continuing to pay you.
Host:
18 months, you know, on, how’s it been? What was the 1st 18 months like? A bit longer, you know? Yeah, it’s about 18 months.
John Doyle:
Well, it was, it was odd, right? Because in some in other times in my past with, you know, kind of promotion, there was a switch of where some people were your peers and now you’re their boss, but along the way you were also friends. So there’s, you know, kind of an odd dynamic there. And so that happened again, just happened to be with more people.
You know, a lot of people were happy for me–we’re not a very political organization. There weren’t people trying to climb all over each other to get to the top. It’s not a dog-eat-dog kind of place. So everyone, I think, was generally happy for me, and of course I had to learn a lot, and I needed to go to different departments and things that I only had a little bit of knowledge of before.
I’ll admit I only have a little bit more knowledge now, but I kind of had to understand different parts of the business and it was and it was really nice. I really do appreciate the support not only from the executive team, but from all over the organization.
Host:
Brilliant. Well, we’re going to talk a bit about executive teams a little bit later, as you know. So we’ll hold that one for a little while. So let’s go on to our second question, which is about, you know, what part of your day you protect. We say sacrosanct, you know, what are you–how do you kind of make sure that you have time to think and do whatever else is important to you? How do you protect your time, John?
John Doyle:
So I think the so with our organization being international, right, we have offices around the world and we’re trying to do a lot more business with those or kind of making sure that we’re aligned. So my schedule can get a little bit crazy, and I would say the time that’s the most sacrosanct is probably between like 6:30 and 8:00 PM because that is where I’m trying to do job number one, which I which is being a dad, right?
So I travel sometimes, but when I’m in town, that time where I can take the kids to soccer practice, or I can, you know, help with bedtime and all that stuff is sacrosanct, and if I’m here and I get interrupted for something that’s not an emergency, I can be a bit of an ogre during that time.
Host:
Yeah, but I like that job number one is being dad. How old are the kids?
John Doyle:
My daughter’s about to turn 7 and my son is 9. We’re tired all the time. Life is busy.
Host:
Yeah, those of us who are parents will absolutely recognize that. But it is tough, isn’t it? Because, you know, you’re running a very successful and thriving organization, but the kids are only seven and nine once, right? As the as the father of a 23 and 25 year old, I can tell you it passes in the blink of an eye. And so yeah, it can be tough to protect that time.
John Doyle:
Oh, absolutely. And it’s not just me. We understand that this is a job and it’s very important, but you know you have to have that life balance. And I keep that in the front of my mind all the time, not only for me, but for the rest of the team as well. And so it’s an organizational culture. You focus on that through the organization.
Host:
Do you make sure that people have got that space and time?
John Doyle:
Yeah. And I think it’s not something you can mandate, right? You can’t say, hey, everybody, you know, take your vacation, go hang out with your family. And we do have some people who work very long hours and that’s what motivates them. But we do make sure that, you know, we don’t have that culture where you’re feeling like you need to work on a Saturday or till 8:00 at night. That’s just, I don’t know, it’s not healthy and it would lead to burnout and we don’t want that as well.
Host:
Good for you. Very, very admirable. Let’s talk a little bit about challenges you might have faced. You might have only been at it for 18 months or so. I think you you’ve deftly managed to avoid the sort of big CEO during COVID or the financial crisis, but you’ll have had to manage that as a professional in Monex or Tempus during the time. But what have you faced that’s been particularly challenging as a CEO, and what have you learned from it, John?
John Doyle:
Well, I think when I when I came in to the role, one was you know got to get over the shock first, and then you kind of evaluate the team. Now, the people under me, you know, or somebody that I hire, kind of have my stamp, my name, my credibility. And so I think when you when you look at the team and maybe you realize that there’s some people who you really like as people and did a good job, but maybe aren’t right for the role for the next step and having to, you know, kind of make those kind of decisions and say goodbye to people that you genuinely enjoy being around. I think that is–it’s always been hard, but there was more of those decisions that I needed to make, you know, with consultation with JP and some others, and it just made it tough. I think what I learned from that is that, you know, obviously you kind of have to do what’s right for the business. And sometimes the things aren’t personal. And as long as you’re thoughtful and you have some integrity in the way you go about those decisions, you can sleep better at night.
Host:
Yeah, I mean, often such people, those who’ve worked with me before, will know, you know, if that bit of the job ever gets easy, you’ve lost something about yourself as a human being because it is the most, yeah, it has to be the most difficult part of the job because accepting that somebody has got to a stage where this is just not quite right for them, or the organization has grown to an extent or changed to an extent that it’s not quite right for them is rarely about the person themselves, you know, having done something. I mean, clearly we will occasionally have to encounter that, but it’s more just that the organization changed. They’re at the end of what fits for them. But doing it, yeah, sleepless nights, I completely recognize that.
John Doyle:
Well, the light at the end of the tunnel is that, you know, then you get to, you get somebody in that’s brilliant. And when you’re saying yes, you know, this all worked. And then you catch up with the person who’s no longer with you, and they’re thriving at their at their next opportunity. And then, you know, everybody feels good about it.
Host:
That’s the best, isn’t it? That’s the best when it’s, you know, sometimes it’s a difficult exit but then they go on and find the right thing and they’re so happy. I mean, I have had people say to me, “Matt, you know, you let me go. I hated you at the time, but now I love you because I’ve got a much better boss than you were.” And I kind of go, yeah, great, good, happy, happy days, happy days. It wouldn’t be hard to find. So happy days. No, very good, very good. I think it’s a good reminder for everybody. I think though having the courage to do it and to do it early on is quite something. Were JP and others sort of prodding at you, or were you kind of going ‘no actually this is this is what I want to do early in my tenure, I want to make want to make some change.’?
John Doyle:
Well, I think it was there were minor changes. If you know, it wasn’t drastic. The last number of years, especially coming out of COVID, as a business have been fantastic because every year has been better than the next. So, you know what they say, if it ain’t broke, don’t fix it kind of thing. So there was nothing that really needed to be completely overhauled necessarily, but there were just a few that needed to happen and I think we’re we’re better off for it.
Host:
Yeah, good for you. Hey, listen, let’s take a little diversion. It’s lovely to hear the business has been thriving since COVID. What’s the secret of your success? What’s the secret of the business’s success? How come?
John Doyle:
Well, it’s obviously leadership.
That’s what I get to joke about all the time, man. It’s strong.
Host:
Of course it is. Of course it is.
John Doyle:
Well, during COVID, you know we’re an international payments company with a big focus on foreign currency. So a lot of our clients were importers, and you had some businesses that were really struggling during COVID. Obviously with let’s say your travel industry–there’s no travel, right? The supply chain and everything.
And so I think what we focused on during that time was just maintaining relationships with clients, being a little bit open to, you know, just having a good relationship. Some people were really struggling, and so to have those, human connections over the phone, checking on people’s families, things like that are a little bit cheesy maybe, but it worked. It built a lot of loyalty, and that way, when we came out of COVID and the economy started to fire, retaining clients that we had from before wasn’t a problem and we were able to kind of use that empathy and then also that political capital that we had to, you know, drive referrals and get into the new markets, and it’s been fantastic.
We’ve also added some products along the way. We’ve added some great people to the team, so it’s one of those things where you just keep feeding the fire, and it’s turned into more of a bonfire, which is fantastic.
Host:
I remember going and spending some time with–this is sounds like a name drop and it’s not supposed to be–I spent some time with Goldman Sachs. Actually not with them as a client, it was another client and we did an event at a Goldman Sachs site.
And some of the managing directors came to talk to the group and one of the things that they said they teach, they pointed across the river across the Hudson at Goldman’s University. And they said the thing that we’re teaching in there is we’re teaching bankers to be long-term greedy. And they’ve even got a book about it. It’s not a very good book, by the way, but nonetheless there is a book about it. It’s a very old book, but the principle is brilliant, and I think you’re embodying that, maybe with a bit less of the greed, but certainly with the long term, which is build these relationships with people, especially when times are tough, and over the long term that will pay you back. If we are reaching out to our clients, if we’re making effort, I mean, I know we did the same thing during COVID in the very first month or six weeks.
We just said to all our clients, listen, stop paying us. But we were on the phones every day calling people and saying ‘how you doing’ and just listening to people as they were trying to work it out, and you know, we were also trying to work it out, but we had some ideas and we were trying to help people. And we have had the same experience, which is by doing the right thing. And clearly you’re very good at what you do as a company. We like to think we are too. You put those two things together, sustained success follows, but it doesn’t happen in six weeks. It happens more in 18 months or five years or 20 years or whatever it might be. So yeah, the math of it is, the math of it is it’s a lot less expensive. It’s a lot more expensive to acquire new clients than it is to keep old ones, right? That’s the math of it. But the way you do it is, like you said, do the right thing consistently over a long time. The trouble is, a lot of people are rabidly hungry all the time and want results, you know, in the next, certainly in the next quarter, ideally in the next week, if you can have it and that rapid turn.
John Doyle:
You know we’re very lucky aren’t we that we’re in businesses that have made the right choices in terms of relationships over the long period and some people are not so lucky. You know the PE owner or whoever it is at the door and they’ve got to deliver or investors have an expectation. But anyway, clever us and lots to learn for other people who should and have empathy with other people who are who are not in such fortunate situations.
Host:
Let’s get back to the questions for me to see. My 4th question is about who’s influenced the way you lead most. Who’s been a role model for you?
John Doyle:
Yeah. And I was thinking about this one and Matt, I might cheat and give you 2 answers. So I would go with the first one being my dad, right? As somebody you look up to when you’re when you’re younger and, you know, he was always the guy I remember showing up to work early, you know, doing the job to the best of your ability, and then, you know, not stopping until the job is done. And then I always remember this time I was managing a restaurant in college. So this is, you know, a long time ago now, and he came in and that was kind of the first time I was ever managing anybody, but it’s also the first time he saw me managing anybody. And he told me he’s like he appreciated what he saw me doing–which was not just asking somebody to do something, but showing them how to do it and then also doing it with them. And I’ve kept that in the back of my mind for a long time. One, because it was a really good compliment, I wasn’t aware that I was doing that, so I was proud of myself, and coming from him, you know, it added weight. But I think it kind of extends itself to later on in life. I can’t do the day-to-day stuff that everyone else is doing now, but there are some things where, you know, if I expect someone to do something, I need to do it myself.
The easy example is, you know, coming back from working at home during COVID, get back in the office. So we expect client facing staff to be in the office four times a week. I don’t have clients anymore, but you better believe I need to be in the office four times a week as well. So I’ll give that all to my dad.
Host:
What a magic moment though, that’s a brilliant memory to hold on to of having your dad seeing you do that. My dad never saw me managing because there wasn’t really a context in which I was ever able to. I grew up on a farm and my dad was a farm manager and I was much too young when I worked around him, but that’s magic, and the pride, you know, you say you’re proud of yourself. He must have been bursting with pride as well.
So that’s a great story. Who’s your second?
John Doyle:
So I think my second would be JP, who’s my current boss. He had been my boss for a very long time, and has allowed me, you know, some opportunities, so I owe him a lot on that front. But more than anything, I think what I respect and try to emulate is just his consistency over a long period of time of trying to do the right thing, admitting mistakes, and then allowing people underneath him to speak truth to power. He didn’t necessarily allow me to do it. I’ve always had a lot of opinions. I was going to raise my hand anyway, but that’s something that I need to that I always try to, you know, make sure I’m asking questions because when you start to get on a more strategic level and you lose touch with the day-to-day–which I miss a little bit of like you know, clients and trading and stuff like that–you need to stay connected to it. And the way you do that is by listening to the people who are actually doing the work.
Host:
True, that is absolutely right. You said an interesting thing there about JP briefly. You said admitting mistakes. Just tell us a bit more about why that’s so notable for you. It’s one of my favorite things to hear about a leader.
Yeah. And it’s and you know when you asked me to think about the advice for new CEOs or people who want to be CEOs, that’s one that I would definitely talk about. You’ve got to raise your hand and say, ‘I messed up,’ because guess what, nobody is going to be perfect all the time.
There is leadership now where it’s: ‘I’ve never made a mistake. I’m right, you’re wrong.’ And if things go the wrong way, it’s somebody else’s fault. And I think that that’s completely the wrong way to do things because not only are you going to mess up, obviously, you’re human. Admitting it does a couple of things. One, it shows that you are human and that you’re self-aware, right? But maybe more importantly, it allows other people to raise their hand and say, ‘hey, I messed up.’
You know, we send billions of dollars worth of currency around the world, right? And so the mistakes are rare, but when they happen, you need that person to raise their hand immediately and say, ‘hey, I need some help,’ and not try to find a way around it themselves. Right? It takes time, obviously, to build culture. But if it starts at the top, if someone says, ‘hey, I messed up, I need help,’ then everyone down the tree will also, you know, eventually raise their hand and ask for help and not worry about being put out as a poster boy for screwing up. It’s more of like, hey, this person did the right thing by asking for help.
Host:
I think you absolutely nail it, John, when you talk about mistakes deep in the organization. So you know, none of us are perfect. None of our organizations are perfect, but the thing that kills organizations is when mistakes repeatedly happen and no one feels able to raise it.
You know, as you say, if there’s a problem with a trade, somebody presses the wrong button, you need that person to feel they can quickly put their hand up and go, ‘hey, I just did something, with no malintent, but we need to act on it now in the next 15 minutes.’ Then, we can solve it rather than sit there and think, oh, nobody here ever admits mistakes.
Host:
And I’ve worked with leadership teams where they’re frustrated that their organization doesn’t do that. And I always try to gently turn the mirror on them and go, well, are you doing that in the way that you describe JP doing it? Are you doing that role modeling that so it amplifies through the organization how acceptable and actually preferable it is for our long term success?
It’s a super example. I really love it. Thank you very much.
Executive teams–you touched on it a little earlier, but I’d love to hear a little bit more about your view. You know, you’ve been both a member, and I guess continue to some extent to be a member, but also now a leader of an executive team. What have you found to be the secret to really effective executive teams?
John Doyle:
So I think the it’s a combination of trust and integrity. We already talked about integrity a bunch and that’s what we do have on the executive team. The current executive team has been together for a few years, and I think we have a good working relationship. Everyone kind of has a good idea of each other’s strengths. We probably have assumptions about each other’s weaknesses, but we can joke about those.
And I think there’s also mutual respect that we have, right? And there’s trust in that. If somebody on the executive team says they’re going to get something done, that they will get it done. And if they don’t get it done, we know that they tried their best to get it done and then we’ll try again.
But I also think, you know, since we’ve been together for a long time, we need to make sure that we’re bringing in fresh voices in different decision-making, you know, actual people who are doing the work and getting their opinions from the group so that we avoid, you know, putting ourselves in kind of an echo chamber where we’re all just agreeing with each other, thinking it’s the right thing and being out of touch with what’s actually happening out on the trading floor. And then I think also, you know, it just helps that everybody seems to actually enjoy each other’s company.
You know, as humans, the first 10 minutes of any of those meetings where we’re just talking about the weekend or each other’s kids or hobbies and stuff is really nice. I really enjoy it and when something tough happens and we need to manage through it, you know, having that camaraderie with the other person, that you kind of know them as a person, it just makes the whole thing a little bit more manageable.
Host:
Yeah, very good. I mean, just in the last twenty-four hours, I’ve had two experiences of exactly what you’re describing, one where an A-Team knew each other really well and had invested in that relationship with each other and had built that so that they can challenge each other. And I think you articulate that really well.
I have another one ongoing where a team are working together and they have been working together for a long time and they very much like working together and I have a bit of a worry about the echo chamber bit, but that’s simply because I’m the annoying consultant who comes in to try to find problems where sometimes you know frankly, they don’t exist, but I think a team that self-regulates on that is much better than an idiot like me arriving–which is that they’re aware of the need for that fresh perspective, and conscious of the risk of the echo chamber, right? Without saying every team that gets on well together and has worked together for extra years is always an echo chamber. I don’t think that’s necessarily true, but it is certainly a risk, and I think you demonstrate a self-awareness around that which is which is really admirable.
John Doyle:
We try. We could probably use more reminders.
Host:
My penultimate question is about change. Most of us have known little else, certainly of recent times. What’s the biggest change on your horizon, John? What’s coming up in the winds?
John Doyle:
Yeah, it’s going to be an exciting 2026. So what we’ve done internationally is we’ve legally reorganized the international structure. And so when I say international, I mean anything outside of Mexico. So the UK, US, Canada, Singapore, Netherlands. And so with that, it’s been a big undertaking to get it where we are now. But to get to the next level where we’re going to be working with each other, trying to coordinate internationally, it’s going to be a challenge, but an exciting one, right?
So because we need to balance the idea of future growth outside of the US and in other markets, and then in the US, we still need to balance it with a day-to-day, you know, business. I talked about how we keep having record years. We’re going to need to do that again as well with all of this going on in the background. So it’s going to be fun. It’s probably going to be frustrating, but hopefully it’s also profitable.
Host:
Yeah, good. Well, in a world that seems to be choosing a little too often at the moment to go in the opposite direction and hunker down in in their own space, it’s heartening to hear about a business that’s stretching out and doing more internationally. You’re not wrong. It’s always, it’s always fun and frustrating in probably equal measure. But you’re, I guess you’re in the kind of business where you’ve almost got to, right? I mean, I guess you don’t have to, but there’s huge opportunities in doing so. Would that be a fair conclusion to come to?
John Doyle:
I think that’s right, and I think you know we already have offices elsewhere. There’s a CEO of Monex in Europe, right. And so we can play in our own backyards, but it will be stronger when we when we find some of these synergies together, and find opportunities that are across borders. Which, as you know, we send cross-border payments, so that completely makes sense for us. But that comes along with a new executive team on the international front as well, and learning and building trust in the integrity that we talked about in the Monex USA team in the process of trying to build that up on the international level as well.
Host:
Well, very exciting, and we wish you very great success with it. It sounds like it’ll be quite a journey and one we’ll all be watching closely.
Lastly, and I think you may have given us one of these already, I don’t know, but three quick last pieces of advice for anybody who thinks this might be for them one day or is about to also get ‘voluntold’ that they’re going to be the CEO.
John Doyle:
I think one of them is admitting mistakes. I think the other one I’ve used the word before, but it’s, you know, integrity and consistency.
So integrity is something that takes a long time to gain and to achieve, but can be lost in a snap, right? So I try to always do the right thing, even if it’s hard, and to be thoughtful and consistent. If you made a decision one way before, make sure you’re using that precedent. They’ll all be different, but trying to treat each situation in a thoughtful and consistent way. And I think that people will appreciate that. Even if they disagree with the decision, at least it’s consistently wrong.
Host:
I’m sure that’s not the case. I’m sure that’s not the case. I think you’re absolutely right. People really do appreciate knowing what you are likely to determine about a given set of circumstances. I hope you’ve never worked for bosses, but I know people who have who, you know, can change their mind almost with the wind. And that’s incredibly unsettling for people. It’s very hard to determine a successful business strategy without consistency. But I think, yeah, integrity, consistency and being willing to admit your mistakes, it’s a pretty decent, playbook.
John Doyle:
Well, I got to say that the last one thought on there.
Host:
Oh, one more. Come on.
John Doyle:
Yeah, well, you’ve got to have fun. I know that it sounds cheesy. I’ve used that word twice now, but if you don’t enjoy what you’re doing, why are you doing it? So work in a field that you enjoy. You know, no one grows up dreaming of being an FX trader, but with my background in trading, I love the market that we’re in–trying to figure out what moves markets, keeping up with geopolitics, and having an opinion on stuff. And then the debates in the office! You need to enjoy working with the people that you’re with. I’ve sat next to Juan Perez, our senior trader, for 14 years. I spend more time with him in a week than I do with my wife and kids sometimes–so, I better enjoy his company. But I think if you’re not able to at least try to smile, have a little bit of fun while you’re at work, you’re going to burn out. There’s no way you’re going to be able to be successful because you just won’t be your best self.
Host:
Very, very, very wise words. And it’s interesting quite you’re not the first to say this. And I wonder sometimes if people listen to meet the CEO and hear CEO saying that and going, yeah, they kind of say that because it’s on the values and we, you know, they’re supposed to be rah, rah, but I think you can really tell the difference between, I mean, frankly, any kind of leader, whether it’s CEO or any level, can really tell the difference between people who go, ‘I really like it. I like what we’re doing and I like the people I’m around–we have a good time together, as well as doing serious and important work.’ You can tell the difference between people who genuinely feel like that and those who are just faking it and are just sort of gritted teeth and doing it for the money or the glory or the status or whatever it is, you can really, really tell the difference.
And you’ve been a very, very good demonstration in this episode as somebody who certainly sounded from the off. I think anybody who tells a story that begins with I was ‘volun-told’ that I was becoming CEO obviously has a pretty good sense of humor.
So John from, you know, talking to us about taking care of the kids and your number one job being a dad, to hearing about your dad in the restaurant, to exploring trust and integrity. You’ve been a brilliant guest. I’m so grateful for you giving up some time for Meet the CEO. And as I said a little while ago, we wish you, and the whole of Monex internationally, great success in the future. It’s been really fun.
John Doyle:
I appreciate you having me.
Post Episode Recap | Host:
One of the things I remember most about this episode is John’s very clear line in the sand on family time.
Protecting that 6:30 to 8:00 PM window because, as he put it, job number one is being done. It’s not just a diary preference though, it’s a cultural signal, isn’t it? John was explicit that the business doesn’t want a Saturday and late night working norm, and that kind of role modelling matters when you’re trying to build.
A healthy, sustainable performance culture. Then there’s his honesty about the hardest part of stepping into the role, making a few early people changes, including saying goodbye to people he genuinely liked because the organization needed different capability for its next phase. I also really appreciated his emphasis.
Is that if you handle those decisions thoughtfully, with integrity and without making it personal, you can sleep just a little better at night. And his point about the light at the end of the tunnel was spot on too, wasn’t it? When the right hires land and the people who’ve moved on end up thriving.
Well, it’s a reminder that these difficult moments can still lead to better outcomes for everybody. And finally, I love the thread around integrity and admitting mistakes and why that matters so much in a business that moves money globally at scale.
John’s view, shaped in part by his time working with JP, was simple and powerful. If leaders raise their hand early, he gives everyone else permission to do the same. And that’s how you stop small errors becoming very big ones. Add in his take on executive teams, trust, mutual respect, enjoying each other’s company while.
Staying alert to the risk of echo chambers and you get a really grounded playbook for leading well. So as John heads off for soccer practice, bedtime and that protected family window, a big thank you to him and to you for tuning in.
If you’re new here, check out our past episodes. And if you’ve enjoyed today’s conversation, please give us a rating. It really helps. Until next time, best wishes in all your endeavors. I look forward to welcoming you to the next episode of Meet the CEO from Positive Momentum.
