Simon Lewis, the best of the best.
In the spirit of full disclosure, we at TPG Media have first-hand experience of Simon’s Vistage Group, with our Media Director and Partner, Laura Wojciechowski being a member of this group. Laura and the company benefit daily from this membership and can emphatically speak for the group under Simon’s leadership. Laura speaks with vigour and enthusiasm when asked about Simon, saying “Simon’s exceptional leadership skills are evident in every Vistage Group session. His ability to guide us through complex business challenges with clarity and strategic thinking has significantly impacted our success.” she goes on to say “Joining Simon’s Vistage Group was a pivotal decision for me. His leadership has not only enhanced my own leadership skills but has also fostered a sense of community and collaboration that is truly unique.”
Imagine walking into a room with ten other board members, all of whom are eager to help, support, and see you succeed.
We are delighted to have the opportunity to speak with Simon and to be able to bring these valuable insights to you.
Emirates Projects: Can you share the journey that led you into leadership and business?
Simon Lewis: My path into business and leadership began with a strong foundation in leadership, which was first formally instilled when I left secondary education and joined the Royal Military Academy Sandhurst (RMAS). After completing my training there, I served as an officer in an infantry regiment of the British Army. The skills and experiences I gained during my military career closely mirrored those required to manage a business in the commercial world.
The transition from military life to business was significant for me. I left the parade square for the last time on a Sunday, and by Monday, I was stepping into a management consultancy role. My focus shifted from leading military missions to training managers and executives in various management skills such as presentation techniques, time management, and training needs analysis. This was where I learned my first lesson in change management: don’t rush the process. The shift from a mission-focused military environment to a business world where tasks were often met with the question, “What’s in it for me?” was challenging, especially with the UK recession of 1991.
In 1992 I secure a position as Training Manager at Emirates, running management and supervisory programmes. That quickly evolved into executive leadership and team building programmes supporting the various departments which were having to manage the rapid growth of the airline. By the end of the decade I had moved to the internal consultancy team of the Emirates Group and led a team delivery strategy and innovation services. This was a fascinating time during which we won two patents for e-commerce solutions we had developed. Then in 2011, I received a call from the President of Emirates Group Services and dnata to facilitate a programme we called ‘One dnata’. This was a transformation programme that involved three-core programmes focused on branding, uniforms and business collaboration. In five years it took the dnata from AED0.8bn to AED1.4bn net profit company growing the global operations of the company from seven to 35 countries. And then the pandemic hit. We implemented a recovery strategy aimed at bringing dnata to pre-covid performance by 2024, and this was achieved. I decided to leave the Group at the end of 2021.
I look for individuals who demonstrate authenticity, a growth mindset, vulnerability, and a willingness to share their wisdom in a fun and engaging manner.
Emirates Projects: What are the unique strengths you believe you bring to your role as a Chair?
Simon Lewis: To answer this, I turn to my Gallup strengths, which identified my top five as being Responsibility, Strategic Thinking, Achieving Goals, Analytical Problem-Solving, and a Futuristic Mindset. These strengths, when combined with my background in both military and business leadership, make my role as a Vistage Chair particularly rewarding. They enable me to guide CEOs and executives with a balanced approach, helping them remain accountable, think long-term, and make informed decisions. My military background instils discipline and focus, while my business acumen ensures a practical, results-driven leadership style. This combination creates a supportive yet challenging environment for leaders to grow and succeed.
Emirates Projects: Can you briefly describe the format of your group meetings?
Simon Lewis: Before each meeting, members are required to ‘check-in’ and score themselves out of 10 on three fronts: their business world, their health, and their family life. They also note down any successes, opportunities, or issues they wish to discuss with the group. This check-in process allows me, as the Chair, to prioritise who the group will focus on during the meeting.
When we convene, the meeting kicks off with some relevant executive learning that can be directly applied to their businesses. Vistage provides an excellent library of materials, much of which is underpinned by research from Stanford University. This covers nearly every topic a CEO or C-Suite Executive needs to understand to make better decisions, be a better leader, and achieve better results. The next three hours are dedicated to issue or opportunity processing, which is where the real value of Vistage shines through. The structured process helps participants get to the heart of the matter, establish options, and select an accountable course of action. While we may not cover everyone’s issues in a single session, the discussions often provide valuable insights that are applicable to other members’ business environments.
Each member brings a unique perspective that enriches the group’s discussions and outcomes.
Emirates Projects: How would you describe the unique flavour of your group, and who would benefit most from joining?
Simon Lewis: My current group is an eclectic mix of business experience, collectively boasting over 300 years of business experience in the region. It includes start-up entrepreneurs who have left corporate life, serial entrepreneurs, newly appointed C-Suite members, and third-generation owners of family businesses. The group is culturally diverse, with seven different cultures represented across ten industries. The true value lies in this diversity. Unlike traditional boardroom meetings, which can be fraught with politics and specific agendas, a Vistage Boardroom is different. Imagine walking into a room with ten other board members, all of whom are eager to help, support, and see you succeed. They are equally interested in your perspective on their issues. It’s a powerful and unique dynamic.
Emirates Projects: What qualities do you look for in prospective group members?
Simon Lewis: I look for individuals who demonstrate authenticity, a growth mindset, vulnerability, and a willingness to share their wisdom in a fun and engaging manner.
Emirates Projects: How do you tailor your group to meet the specific needs and challenges of its members?
Simon Lewis: The process is driven by the issue/opportunity discussions we have in each meeting. This repetitive focus ensures that we address the unique challenges and opportunities faced by each member, creating a tailored and effective support system.
Emirates Projects: Can you provide an example of how a member has gained useful support from the group?
Simon Lewis: One notable instance involved a member who was struggling with an aggressive COO, who was causing unnecessary disruption within the business and inhibiting progress. Through our group’s issue-processing framework, we developed an action plan that the member subsequently implemented. As a result, the business has experienced growth, including the introduction of a new revenue stream, and the C-Suite now operates much more effectively as a team.
Emirates Projects: What makes the members of your group valuable contributors?
Simon Lewis: Their diversity, extensive business knowledge, and deep expertise in their respective areas make them invaluable. Each member brings a unique perspective that enriches the group’s discussions and outcomes.
Emirates Projects: If you could give your younger self one piece of advice, knowing what you know now about business and leadership, what would it be?
Simon Lewis: I would tell my younger self to dare to dream, back yourself with continuous learning, and always treat people the way you want to be treated.