In this episode of Your Path to CEO, Mike Dickson from [axr] Executive Search speaks with Caroline Waite, Group CEO of Stuart Alexander and recently appointed board member of the AFGC, about a career built on breadth, honest ambition and people-first leadership.

Caroline knew she wanted to lead a business from an early age, shaped in no small part by school holidays spent on the factory floor of her father's plastics manufacturing company. From Bayer, time living and working in Hong Kong, almost a decade at Frucor Suntory and senior commercial roles across two further businesses, she had a clear destination in mind and told every organisation she joined exactly where she wanted to go. She never waited until she felt ready. In her view, by the time you are, the move is already overdue.

Key themes from the conversation include:

- Why naming your ambition early makes you easier to back and harder to overlook
- The value of career breadth over functional depth on the path to enterprise leadership
- What actually changes when you step into the CEO role
- The governance responsibilities nobody prepares you for
- Why peer networks, coaching and industry boards matter more at this level than you'd expect
- Why the CEO seat is neither an ego play nor a salary decision

An honest conversation on what the weight and privilege of the top seat really feel like once you're there. For Caroline, every time the responsibility lands heavy, gratitude is never far behind.

In this episode of Your Path to CEO, Greg O’Shea speaks with Anthony Boyd, CEO of Sydney Markets, about what it really takes to step into the CEO seat.

Anthony breaks down the shift from finance leadership to enterprise leadership, and why the biggest leap in his career wasn’t becoming CEO but moving out of his functional comfort zone into general management.

Key themes from the conversation include:

• Why curiosity across the whole business accelerates leadership growth far more than staying in your lane
• The reality of imposter syndrome when stepping into unfamiliar roles and how to navigate it
• Why great leaders stop trying to be the expert and start enabling experts around them
• The role of culture as “everyday behaviour,” not posters or values statements
• Why succession planning starts the moment you step into a role - not when you leave it
• The hidden trade-offs of senior leadership, from relocation to personal sacrifice

He closes with simple but powerful advice for future CEOs: back yourself, focus on attitude and effort, and stay open to where the next opportunity might come from.

In this episode of Your Path to CEO, Mike Dickson from [axr] Executive Search speaks with Leeson Brook, Regional Managing Director & CEO of STIHL Australia, about a career shaped by ambition, discipline, and deliberately broad experience across global FMCG and manufacturing leadership roles.

Leeson reflects on growing up in Adelaide and the formative experience of seeing financial pressure in his household at a young age - an early catalyst for his drive to build a career defined by growth and security. From the outset, he recognised a natural inclination toward leadership, finding motivation in influencing others and stepping into responsibility early through school and retail roles.

His corporate journey began in supermarkets before moving into Telstra and then a foundational development path at Kellogg's, where he built core commercial and sales capabilities. This was followed by a progression through senior roles at Johnson & Johnson, where Leeson made a deliberate decision to test himself beyond familiar support networks - moving into category, regional, and cross-functional leadership roles across Australia and Singapore.

A defining chapter was his move to Singapore in a regional shopper/category leadership role, where he managed influence across 16 countries and 180+ stakeholders without direct reporting lines—accelerating his ability to lead through influence, cultural nuance, and strategic clarity.

Leeson later stepped into enterprise leadership as General Manager of New Zealand, successfully transforming the business from underperforming to one of the strongest in the region, before returning to Australia in senior commercial and CEO-track roles, including Sales Director at GWA Group and ultimately into his current MD & CEO position with STIHL.

Key themes from the conversation include:

• The importance of broadening experience early to avoid being “typecast”
• Why reverse-engineering your career path creates direction without rigidity
• The reality of loneliness in CEO roles and the importance of mentors and peer networks
• How leadership success depends on clarity, repetition, and simplicity in communication
• The need to make timely people decisions while balancing empathy with performance
• Why strong leadership is built through doing the job exceptionally well before seeking the next step

A practical and honest conversation on what it really takes to move from functional leadership into enterprise CEO roles - and what changes once you get there.