We speak informally most days to ensure we are aligned on the important issues and decisions, but also have a formal weekly 1:1 which we use as a backstop.
It’s rare to see two people at the top of a big company. But Arno and Richard are proving that having two CEOs can be good and doesn’t cause big problems like egos or office politics.
The co-CEOs of BSA, an Australian-owned and operated firm listed on the ASX, are leading the company towards a bright future with their teamwork.
The beginning
Arno and Richard started working as co-CEOs about a year ago. Before that, Arno was the CFO and Richard was the COO at BSA, but they didn’t work closely together. Now, they’ve shown that having two bosses can be a good thing. They’ve become good friends and work together really well, making BSA stronger and ready for the future. What sets Arno and Richard apart is not only their professional compatibility but also their genuine camaraderie and mutual respect. Their relationship transcends the boardroom, extending into a sincere friendship built on collaboration and shared vision. Instead of vying for supremacy, they serve as each other’s confidants and allies, leading BSA as a cohesive unit.
Given their remarkable success, Dynamic Business sat down with the duo to delve into how they’ve harnessed the co-CEO model to propel BSA to new heights.
How did you decide to share the CEO role, and why did you want to do it?
Arno and Richard: “Whilst we would both love to claim personal credit for the Co-CEO idea, we arrived at the decision after several conversations with the Board and we all agreed it was in the best interest of the company and its growth to proceed with the Co-CEO structure.
“We have varying experiences and backgrounds. Arno has strong board, strategy and financial experience, while Richard has strong experience in the Telecommunications sector, operational excellence and client relationships.
“The board supported this approach as they were eager to retain our complementary skillsets. The main driver for this was simple – playing to our strengths, keeping each other honest and having the ability to bounce ideas off one another. We have a strong working relationship and the ability to cut through BS and maximise opportunities. Essentially our MO is to do what we say we are going to do and so we have been laser-focussed on delivering on the plan.”
Can you tell us about times when you didn’t agree on something as co-CEOs? How did you fix it?
So far, we have not had major differences in opinion, but do approach solving complex problems from different angles. As a result, we believe our decision-making has improved by solving problems together rather than on our own.
The biggest challenge was probably delineating our responsibilities and also the teams. Naturally, there would be a Team Richard and a Team Arno.
What problems did you face when you started being co-CEOs?
Arno and Richard: “The biggest challenge was probably delineating our responsibilities and also the teams. Naturally, there would be a Team Richard and a Team Arno. We navigate this through combining the teams and guiding them. Personalities in leadership positions are always strong and managing this with set principles is key. We now have an aligned SLT with combined goals. Is it perfect, no. But no company is. Our results speak for themselves as we go from strength to strength.”
“We speak informally most days to ensure we are aligned on the important issues and decisions, but also have a formal weekly 1:1 which we use as a backstop.”
What do you think is important for companies to know before they decide to have co-CEOs?
Compatibility. CEOs generally are strong-natured individuals. With two, it means there is compromise and ensures alignment. Everyone has a voice and it is important to get the right outcome for the group.
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