TBJ CEO confidential, quarter 2
Are there any shortages of business issues on top of today's leaders that may keep many of them awake at night?
From the stock market to the bond market, and from crypto to tax cuts, the groundswell of change is staring at us.
No one has all the answers but in today's world, leaders talking to their peer groups may have become more important than ever.
Enter CEO Confidential, a quarterly series to foster connections and knowledge-sharing among newly appointed leaders across industries. We strive to bring newly appointed and established CEOs together to make connections and talk about some of the most important business issues facing the local region, state, and country.
But perhaps more importantly, we bring these leaders to connect with each other so they can play a bigger role in moving forward the economic needle of our communities by becoming engaged corporate citizens.
Through CEO Confidential, we spotlight these leaders, delving into their distinctive leadership approaches and personal anecdotes. In collaboration with Gallagher and Dogwood State Bank, TBJ hosts these private president's dinners each quarter, offering a setting for leaders to build meaningful relationships.
As a region, we are extremely fortunate to have so many incredible leaders in our community who are always ready to roll up their sleeves and get to work for a broader cause.
We believe our CEO Confidential dinner series is the first step for many of these executives to take the first step toward increased engagement.
Peyton Howell, chief executive officer, Parexel
Are you having trouble finding talent to hire? What are you doing to mitigate the problem?
Talent is always competitive in health care and most specifically in clinical research. To mitigate this risk we are taking several actions: (1) New programs to develop our own talent including programs that create structured learning apprentice-like opportunities; (2) Focused efforts to expand executive networking and proactive pipeline development and (3) and most importantly creating a culture to make us a best-in-class, preferred destination for top talent to support recruitment and retention.
What is your biggest worry in the next 12 months as it relates to your company and your people?
We are a global company that conducts clinical research around the world with over 24,000 employees in nearly 100 countries. Therefore, geopolitical issues can be disruptive to current and future trials and similarly we need stable, predictable regulatory environments. Global clinical research is critical to the development of new treatment options for patients around the world.
What is the best way to build a great team in your opinion?
In my experience the keys to building a great team (1) start with a shared purpose and strategy and (2) tone at the top is essential to driving collaboration, trust and transparency. (3) That focus on culture is critical to attracting and retaining top talent that is focused on ownership and performance. Today's employees expect authenticity and empathy from leaders in addition to driving market leading growth.
Byron Kirkland, managing partner, Smith Anderson
Are you having trouble finding talent to hire? What are you doing to mitigate the problem?
We are constantly in the market looking for new talent as we continue to grow. We have not had a problem finding or hiring talent but occasionally have to be patient for the right person to become available.
What is your biggest worry in the next 12 months as it relates to your company and your people?
We are expanding and completely renovating our offices in downtown Raleigh and investing a lot to make it special. While our people seem to be very excited about it, my worry is that perhaps not everyone will feel it is as special as I hope they do.
What is the best way to build a great team in your opinion?
In our organization hiring the most talented people who are also great people is key to building a great team.
Frank Buckless, dean NC State Poole College of Management, NC State University
Are you having trouble finding talent to hire? What are you doing to mitigate the problem?
We continue to be successful in identifying and hiring talent both at the staff and faculty level.
What is your biggest worry in the next 12 months as it relates to your company and your people?
I have concern about a downturn in the economy and the potential havoc of tariffs on our economy.
What is the best way to build a great team in your opinion?
Building a great team starts with individuals who align with the mission and understand their role. An inclusive environment where everyone feels heard, respected, and safe to contribute is important. Open communication with clear goals, metrics, holding people accountable while offering support. Constructive dissent grounded in data and shared purpose. Recognize and empower those who take initiative. Most importantly, leaders must lead by example with professionalism, humility, and strong commitment to the broader community.
Ken Gill, CEO and founder, CPI Security
Are you having trouble finding talent to hire? What are you doing to mitigate the problem?
Thanks to our strong CPI brand, we don't struggle to find great talent, in fact, it allows us to be more selective. We attract candidates who are not only highly skilled but also drawn to our culture. By clearly highlighting what sets us apart during the applicant journey—like philanthropic opportunities, professional growth, and a supportive, values-driven environment—we ensure strong alignment and a great fit from the start.
What is your biggest worry in the next 12 months as it relates to your company and your people?
We're keeping a close eye on potential economic shifts driven by tariffs, as well as fluctuations in both commercial and residential construction. While we remain confident in our team and strategy, we know these external factors could influence client demand. Staying agile and focused on our people, culture, and long-term goals will help us navigate any challenges that come our way.
What is the best way to build a great team in your opinion?
My father always told me, 'If you take care of your employees first, they'll take care of your customers.' That's the foundation of building a great team. Lead by example, create a supportive environment, and remember—attitude reflects leadership.
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TBJ CEO confidential, quarter 2
Are there any shortages of business issues on top of today's leaders that may keep many of them awake at night? From the stock market to the bond market, and from crypto to tax cuts, the groundswell of change is staring at us. No one has all the answers but in today's world, leaders talking to their peer groups may have become more important than ever. Enter CEO Confidential, a quarterly series to foster connections and knowledge-sharing among newly appointed leaders across industries. We strive to bring newly appointed and established CEOs together to make connections and talk about some of the most important business issues facing the local region, state, and country. But perhaps more importantly, we bring these leaders to connect with each other so they can play a bigger role in moving forward the economic needle of our communities by becoming engaged corporate citizens. Through CEO Confidential, we spotlight these leaders, delving into their distinctive leadership approaches and personal anecdotes. In collaboration with Gallagher and Dogwood State Bank, TBJ hosts these private president's dinners each quarter, offering a setting for leaders to build meaningful relationships. As a region, we are extremely fortunate to have so many incredible leaders in our community who are always ready to roll up their sleeves and get to work for a broader cause. We believe our CEO Confidential dinner series is the first step for many of these executives to take the first step toward increased engagement. Peyton Howell, chief executive officer, Parexel Are you having trouble finding talent to hire? What are you doing to mitigate the problem? Talent is always competitive in health care and most specifically in clinical research. To mitigate this risk we are taking several actions: (1) New programs to develop our own talent including programs that create structured learning apprentice-like opportunities; (2) Focused efforts to expand executive networking and proactive pipeline development and (3) and most importantly creating a culture to make us a best-in-class, preferred destination for top talent to support recruitment and retention. What is your biggest worry in the next 12 months as it relates to your company and your people? We are a global company that conducts clinical research around the world with over 24,000 employees in nearly 100 countries. Therefore, geopolitical issues can be disruptive to current and future trials and similarly we need stable, predictable regulatory environments. Global clinical research is critical to the development of new treatment options for patients around the world. What is the best way to build a great team in your opinion? In my experience the keys to building a great team (1) start with a shared purpose and strategy and (2) tone at the top is essential to driving collaboration, trust and transparency. (3) That focus on culture is critical to attracting and retaining top talent that is focused on ownership and performance. Today's employees expect authenticity and empathy from leaders in addition to driving market leading growth. Byron Kirkland, managing partner, Smith Anderson Are you having trouble finding talent to hire? What are you doing to mitigate the problem? We are constantly in the market looking for new talent as we continue to grow. We have not had a problem finding or hiring talent but occasionally have to be patient for the right person to become available. What is your biggest worry in the next 12 months as it relates to your company and your people? We are expanding and completely renovating our offices in downtown Raleigh and investing a lot to make it special. While our people seem to be very excited about it, my worry is that perhaps not everyone will feel it is as special as I hope they do. What is the best way to build a great team in your opinion? In our organization hiring the most talented people who are also great people is key to building a great team. Frank Buckless, dean NC State Poole College of Management, NC State University Are you having trouble finding talent to hire? What are you doing to mitigate the problem? We continue to be successful in identifying and hiring talent both at the staff and faculty level. What is your biggest worry in the next 12 months as it relates to your company and your people? I have concern about a downturn in the economy and the potential havoc of tariffs on our economy. What is the best way to build a great team in your opinion? Building a great team starts with individuals who align with the mission and understand their role. An inclusive environment where everyone feels heard, respected, and safe to contribute is important. Open communication with clear goals, metrics, holding people accountable while offering support. Constructive dissent grounded in data and shared purpose. Recognize and empower those who take initiative. Most importantly, leaders must lead by example with professionalism, humility, and strong commitment to the broader community. Ken Gill, CEO and founder, CPI Security Are you having trouble finding talent to hire? What are you doing to mitigate the problem? Thanks to our strong CPI brand, we don't struggle to find great talent, in fact, it allows us to be more selective. We attract candidates who are not only highly skilled but also drawn to our culture. By clearly highlighting what sets us apart during the applicant journey—like philanthropic opportunities, professional growth, and a supportive, values-driven environment—we ensure strong alignment and a great fit from the start. What is your biggest worry in the next 12 months as it relates to your company and your people? We're keeping a close eye on potential economic shifts driven by tariffs, as well as fluctuations in both commercial and residential construction. While we remain confident in our team and strategy, we know these external factors could influence client demand. Staying agile and focused on our people, culture, and long-term goals will help us navigate any challenges that come our way. What is the best way to build a great team in your opinion? My father always told me, 'If you take care of your employees first, they'll take care of your customers.' That's the foundation of building a great team. Lead by example, create a supportive environment, and remember—attitude reflects leadership.
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