The search for growth requires technological innovation, recognition of upstream opportunities and experimenting with paths not taken.In short, it requires a renewed sense of agility both to recognize as well as seize next-generation demand. Leaders who master new ways of thinking will be able to generate meaningful long-term growth. Those who don’t will continue to struggle to make their goals.REGISTER NOW!
The Leadership Summit is an ideal way for middle market CEOs to learn from and network with the world’s most innovative CEOs. Last year, leaders of companies with over $634 billion in annual revenue were in attendance. The Summit provides you with perspectives from large and mid-sized companies across industries. Nearly two-thirds (63%) of the companies represented last year had less than 1000 employees, and 62% were middle market companies. Our attendees share your concerns and challenges. In recent years, our attendees have included leaders from world-class U.S. companies such as Caterpillar, Honeywell, General Electric, Bausch & Lomb, Yum! Brands, Avon Products, Amazon, Nestle Waters and many more. It’s a great opportunity for you to network with some of the top CEOs in the country.
CEO, L Brands
Wexner is a retailing legend and the current longest serving CEO of a Fortune 500 company. He started The Limited in 1963 with a $5000 loan from his aunt and nurtured that investment into a $10 Billion company whose brands include Victoria’s Secret, Bath & Body Works, Henri Bendel and others. Through the years, he has grown and spun off top retail brands such as Lane Bryant, Abercrombie & Fitch, Lerner New York, Express and his flagship property, The Limited as the retail environment has evolved.
Chairman & CEO, Cardinal Health
Barrett is the chairman and chief executive officer of Cardinal Health, a $107 billion dollar company dedicated to improving the cost-effectiveness of health care. Since joining Cardinal Health in 2008, Barrett has refocused the company on its essential role in supporting hospitals, pharmacies and alternative sites of care in their efforts to improve the quality and safety of patient care, while reducing costs and improving efficiency. The tagline – Essential to care – embodies the company’s strategy and the culture of the organization, which views its position in the evolving healthcare system as both a privilege and a responsibility.
President & CEO, Dow Chemical
A 38 year veteran of Dow and recognized global business leader, Liveris’ career has spanned roles in manufacturing, engineering, sales, marketing, and business and general management around the world. During nearly a decade as Dow’s CEO, Liveris has led the Company’s transformation from a cyclical chemicals manufacturing company into a novel enterprise – one powered by science, driven by innovation and delivering solutions to the world.
President & CEO, Siemens USA
An expert on the global energy industry, Mr. Spiegel co-authored the 2009 book Energy Shift: Game-changing Options for Fueling the Future. Mr. Spiegel holds an MBA from the Tuck School of Business at Dartmouth College and received his A.B. with Honors in Economics from Harvard University. He is Vice Chair of the Education and Workforce Committee at the Business Roundtable, a member of the Board of the U.S. Chamber of Commerce and a member of the President’s Advanced Manufacturing Partnership Steering Committee.
McKinsey & Co
Stefan Heck is a Consulting Professor at the Precourt Institute for Energy at Stanford University, teaching courses and conducting research on innovation, energy, and resource economics.
At the Steyer-Taylor Center, Stefan will link the most compelling opportunities for transformational change articulated in his new book Resource Revolution: How to Capture the Biggest Business Opportunity in a Century to long-term investors, including proposing designs for new investment vehicles and modification of existing ones.
Previously he was a Director (senior partner) at McKinsey and he co-founded the Cleantech and Sustainability Transformations practices.
Stefan has worked extensively with Fortune and Global 100 technology, industrial, infrastructure, building systems, retail, utility and energy companies across the US, China, Korea, Japan, India, and Europe.
Chairman, Rush Trucking
Rush began her business career by combining a full time nursing position with a day and night school program that included pursuing an MBA. As part of her MBA program she accepted a summer internship at Timely Air Freight. With mentoring from the owner and growth from experience, Rush became interested in the trucking industry. Convinced of its growth potential, in 1984 she embarked on her entrepreneurial career by founding Rush Trucking. Rush Trucking services many of the Fortune 100 companies throughout the entire North American region. Most recently, The Rush Group has expanded to form a joint venture, Dakkota Integrated Systems LLC., with Intier Automotive, a subsidiary of the Canadian firm Magna International.
Widely recognized as one of the best operating executives in the United States, Nardelli has grown sales and profits at General Electric Co. and The Home Depot as CEO. He is also credited with saving Chrysler and its iconic brands when the American auto industry began to collapse in 2008. He now has founded a new firm, XLR-8, LLC, Investment & Advisory Co., to combine his 40 years of experience optimizing business performance with a team of professionals that has unparalleled skills in fixing and growing companies. XLR-8 helps companies identify weaknesses and improve performance.
President & CEO, Univar
Eric Fyrwald joined Univar in May 2012 as President and Chief Executive Officer. Prior to joining Univar, he served as President of Ecolab; Chairman, President and Chief Executive Officer of Nalco; and Group Vice President of the Agriculture and Nutrition Division of the DuPont Company. Fyrwald serves on the board of directors for Eli Lilly, Amsted Industries, The Society of Chemical Industry and The Field Museum.
CEO, Coyote Logistics
Jeff Silver pioneered the Third Party Logistics (3PL) industry in the 1980s and ’90s with American Backhaulers, the second largest North American freight brokerage. After taking some time off to complete an MBA at the University of Michigan, as well as an M.Eng in logistics from MIT, he started Coyote in 2006—one of the fastest-growing 3PL companies in transportation. Silver was named the EY Entrepreneur of the Year in the Midwest in 2011, a 2013 and 2014 Pro to Know by Supply & Demand Chain Executive, and a 2013 Mid-Market CEO for Overall Excellence by Chief Executive magazine.
Executive VP and CFO, Cool Planet
Barry Rowan has served as EVP, CFO and Chief Administrative Officer for Vonage Corporation, a $900 million internet communications company since March, 2010. He has been part of a team that has achieved a comprehensive financial and operational turnaround at Vonage. From 2003-2006, Rowan was EVP, Chief Financial Officer and Treasurer with Nextel Partners. From its founding in 1999 Nextel grew into a Fortune 1000 company. During Rowan's tenure, the equity value of the company grew from $2 billion to over $9 billion culminating in its sale to Sprint for $10 billion in 2006. After graduating from the Harvard Business School, Rowan started his career at Hewlett-Packard. He joined Comlinear, a venture-backed technology company that became the 110th fastest growing company in the U.S. He began as Chief Financial Officer and was promoted to President. In 1992 he joined Fluke Corporation (NYSE) as Vice President and Chief Financial Officer. In 1995, he became Vice President and General Manager of the verification tools division, and in 1996, he was promoted to Senior Vice President and General Manager of the newly-created networks division, a business that grew from start-up to $100 million in six years. Rowan earned his MBA. from the Harvard Business School, and his BS in Business Administration and Chemical Biology from The College of Idaho.
It is said that decades of outsourcing has compromised manufacturers’ ability to invent the next generation of products, but this is rapidly changing as the impact of information products and systems are creating the third transformation in manufacturing and production. We have reached an inflection point where the tools of R&D, new materials, and integrated systems are regenerating advanced production and distribution.
A company at the top of its game has accumulated a number of rules—implicit assumptions and beliefs about what has been central to their success. New technologies or business models sometimes challenge these assumptions, creating a dilemma described by Harvard professor Clayton Christensen (“The Innovator’s Dilemma”). How can leaders deal with these implicit assumptions and mind-sets and suspend them to consider changing them? It’s hard to do when going up against inherited wisdom, experience and company lore. This is why the failure of incumbents to capture the benefits of disruptive innovations are the result not of bad managers but of good managers doing what they do best. This is where leaders must step in to change business models or performance metrics that are no longer consistent with what led to success in the past in order to capture the power of disruptive innovation for the future.
Interactive dialogues and brainstorming among CEO participants.
Leslie Wexner is a retailing legend and the current longest-serving CEO of a Fortune 500 company. He started The Limited in 1963 with a $5000 loan from his aunt and nurtured that investment into a $12 billion company whose brands include Victoria’s Secret, Victoria's Secret PINK, Bath & Body Works, Henri Bendel, White Barn Candle and others. Through the years, he has grown and spun off top retail brands such as Lane Bryant, Abercrombie & Fitch, Lerner New York, Express and his flagship property, The Limited as the retail environment has evolved.
Developing a vision or thesis around efforts that constantly rebuild and transform one’s company.
It is no longer a competition between companies that matters. True competition is between value chains. The most effective one wins. Companies at the forefront are practicing a model of synchronized commercial networks. The term “supply chain” is something of a misnomer as it implies a linear arrangement in which one vent or activity links to another. The actual links among suppliers, customers, software and technology providers are nonlinear, synchronous and often global.
Home to 15 Fortune 1000 headquarters and two million people, the Columbus Region is one of the fastest growing metropolitan areas in the country and was recently lauded as one of 10 metros that are leading U.S. economic growth. More than 60 Columbus Region campuses produce over 20,000 graduates each year, fueling an uncommonly talented and educated workforce. The youthful, progressive nature found in Central Ohio is matched by the stability of a remarkably diverse economic base. With no single industry representing more than 17 percent of overall employment, the Columbus Region offers a secure environment for growth. Sectors that are driving economic vitality include manufacturing, logistics, science and technology, headquarters and business services, agbioscience and international business. Learn more at columbusregion.com.