Gordon Wilson of Advanced: 5 Things I Wish Someone Told Me Before I Became a C-Suite Executive
I wish someone had told me how resilient businesses — especially software — businesses are, and how much change and transformation they can stand. I didn’t really fully appreciate that until I joined Advanced with Vista Equity Partners in 2016, where we undertook the largest transformation of any UK business at that time. We were a good company before, but we are a great one now.
As part of our series called “5 Things I Wish Someone Told Me Before I Began Leading My Company” I had the pleasure of interviewing Gordon Wilson, Chief Executive Officer, Advanced.
Gordon is the Chief Executive Officer (CEO) of Advanced. Having joined the company in September 2015, he brings extensive experience in the software industry from which to continue to drive Advanced’s impressive growth trajectory. Gordon is leading Advanced’s ambitious transformation process, which includes a four-pillar process of reorganization, rebranding, relocation and restructuring.
With over 20 years’ General Management experience in the software and business support sectors, Gordon’s former roles include serving as Managing Director at Kerridge Automotive Systems, ADP Dealer Services, and leading Aquila Heywood, the UK’s largest provider of pension and policy administration software and services.
Can you share the most interesting story that happened to you since you started your career?
When I was managing director of Kerridge, I learned that hard work really does pay off. The story that springs to mind is when we were bidding for the new ERP for all of the franchise motor dealerships across the EU, the Middle East and Africa for Mercedes and BMW. The word on the street was that SAP would win the contact, so we camped out in Stuttgart for three years and, through perseverance and lots of demonstration of our capability and service, we won both.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
My favorite life lesson quote is ‘work to live, don’t live to work.’ There is a balance in life. Clearly, business is important, and, as the story above demonstrates, you have to focus and put in the effort to achieve results, but you also have a life to lead, and a happy, fulfilled home life will help you achieve the results you need to achieve at work. So, balance between work, social and family life would be my life lesson.
Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?
Zone to Win by Geoffrey Moore is a book that focuses on embracing disruption, grasping opportunities and blazing a trail in your whatever sector your organization might be operating within. When I read it, it sparked thoughts and ideas that I wanted to share with others. My leadership team has now read the book and there are elements that we have decided to implement within Advanced.
What do you think makes your company stand out? Can you share a story?
One of the five core values we have at Advanced is ‘do the right thing,’ and this single value is what I believe sets Advanced apart. We encourage everyone to stand by this value in all that they do, whether they be selling, buying, in HR or serving in the cafeteria. ‘Doing the right thing’ underpins the culture at Advanced, making it the open, supportive environment that it is to work and thrive within, as well as being a professional, innovative organization to deal with from an external perspective.
The road to success is hard and requires tremendous dedication. This question is obviously a big one, but what advice would you give to a young person who aspires to follow in your footsteps and emulate your success?
That’s a difficult one, as you say, but I think I’d advise anyone looking to move into leadership positions within any sector to always keep a growth mindset. However lofty you might become, you can always learn, and that includes within the C-suite. It’s a journey, not a destination. Working for organizations with a strong diversity and inclusion policy will also aid the learning process, as they offer exposure to fresh perspectives and views from colleagues which may differ from your own.
Often leaders are asked to share the best advice they received. But let’s reverse the question. Can you share a story about advice you’ve received that you now wish you never followed?
I’ve received lots of advice over the years but, to be honest, I’ve never followed any to the letter. Authenticity is a value I hold close to my heart, and so when I’m given advice from others, I take on board the principles of that guidance, but apply it to my own true self and views.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Determination from an inherent fear of failure
- Respect for those around me
- Team spirit
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?
The buck stops with the C-suite and so, when an organisation has to report its results back to key stakeholders, it is the S-suite representative alone who has to face the music if they’re not where they ought to be.
For that reason, it can be a lonely place to be if the teamwork isn’t there. A strong C-suite representative though will have the team behind them to support the business direction. The C-suite can’t do it without the team beneath them, and the team beneath them can’t do what they need to do unless they have respect for, and clear direction from, the C-suite.
What are the “myths” that you would like to dispel about being a CEO or executive? Can you explain what you mean?
I think there is a myth that the CEO sits in their ivory tower and works in isolation. The CEO might be the conductor of the orchestra, but they’re still there at the heart of the musicians. CEOs can only conduct if they are close to all aspects of the orchestra: customers, market demand, external market factors, employees and stakeholders. So the idea that we sit alone at the top of the pile is indeed a myth.
In addition, there is a myth that the C-suite is somehow untouchable and infallible. That’s just not true. The C-suite, at times, experiences fear and anxiety just like the next person. But, with good communication and the support and respect of the team around him or her, these moments of doubt can be worked through.
What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?
For me, one of the most common errors I’ve seen C-suite leaders make is to come in early with a view to making a mark. You must first listen. Listen to employees, listen to customers, listen to the market. Get the full, 360-degree view. And then come up with your plan.
In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?
For me, I think employee training is an important but often overlooked part of running a company. For us at Advanced, when we hire someone, we’re not necessarily looking for particular skills or knowledge, but instead focus on aptitude, capacity to learn, values, motives and natural behaviors. Knowledge and skills are not the drivers of whether or not someone will be successful, but behavior is. Advanced believes it can teach the rest and has built an environment that encourages this. For us, it’s more important to get the right character fit, because our training programmes will plug any skills gaps.
Ok super. Here is the main question of our interview. What are your “5 Things I Wish Someone Told Me Before I Began Leading From the C-Suite”? Please share a story or an example for each.
- I wish someone had told me how resilient businesses — especially software — businesses are, and how much change and transformation they can stand. I didn’t really fully appreciate that until I joined Advanced with Vista Equity Partners in 2016, where we undertook the largest transformation of any UK business at that time. We were a good company before, but we are a great one now.
- I wish someone had told me how interesting and how dynamic the world of private equity is. Fifteen to 20 years ago it had a poor reputation, but actually when the right partner creates value for your investors, customers and staff, it is truly exciting and the most rewarding journey I have ever been on.
- I wish someone had told me to go and do a spell working in the U.S. to experience that market.
- I wish someone had told me it is okay and normal to make mistakes — and that everyone does. The key to success is learning from them and having the support of your team around you, so that when you are faced with things that aren’t going to plan, you can share this and as a team decide on your next steps. You will always learn from these things and always are stronger as a result — both as an individual and a team.
- I wish someone had told me that being a CEO can be quite a lonely place. People have a perception that, as a C-suite member, you have to behave in a certain way and people have to behave in a certain way around you. I learned very quickly to be myself and to always get to know and show an interest in all the people working around me and for me. We are all human at the end of the day and each and every one of us has an interesting story to tell.
In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?
It’s important that every member of our staff feels valued and welcome, no matter what their background, gender, race or sexual orientation is. In order to achieve this culture of inclusion, we have worked hard at Advanced to create networks that represent any form of minority to ensure that everyone feels not just included but welcomed. If people are happy and confident in their workplace, they will be able to do their best work.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
I would like to start a movement that would be a catalyst for nurture. A movement that builds momentum via a tailwind, rather than the headwind created by internal pressures and politics. It would be about developing businesses based on praising and nurturing everyone, regardless of their position, and to have that nurturing environment as part of the business’s DNA
How can our readers further follow you online?
Our website which is www.oneadvanced.com
You can also find us on social media:
- LinkedIn: https://www.linkedin.com/company/one-advanced/
- Twitter: https://twitter.com/advanced
This was very meaningful, thank you so much! We wish you continued success!
