In our latest Chair case study, we speak with Gorana Saula. With over 25 years of international executive and board experience spanning defence, telecommunications, advanced manufacturing, and technology, Gorana now serves as a Non-Executive Director and business advisor. Her leadership style is grounded in empathy, resilience, and a belief in the power of shared learning. Having been both a CEO and a participant in multiple syndicates herself, Gorana understands the value of peer support and now brings that insight to her role as Chair of Syndicate 36. She creates a trusted, collaborative space where CEOs can challenge assumptions, grow in confidence, and support each other through every stage of their leadership journey.
Can you share a brief overview of your professional background and what led you to become a Chair for the CEO Syndicate?
I am currently a Non-Executive Director, Chair and business advisor, with over 25 years of international experience across sectors such as defence, telecommunications, electrical engineering, and manufacturing. Previously, I served as executive and CEO for businesses, gaining a deep understanding of the challenges and opportunities faced by organisations in various stages of growth. Having participated in multiple syndicates throughout my career, both as an executive and as a Non-Executive Director, I have experienced firsthand the value of peer support. This inspired me to become a Chair, where I can help facilitate these powerful support networks. I strongly believe in the collective wisdom that emerges when leaders come together to share experiences, support each other, and tackle challenges.
What motivated you to work with The CEO Institute, and how does the role of Chair align with your personal and professional values?
Having lived and worked across six countries, and led businesses through market transitions, I bring a global perspective grounded in resilience and adaptability. These experiences have inspired me to support others on their leadership journeys. Working with The CEO Institute allows me to create a space where leaders can grow together. As a Chair, I aim to bring empathy, active listening, and insightful guidance to every session. These align closely with my values of collaboration, mutual respect, and the importance of shared learning. I strive to make a positive impact by fostering an environment where members feel understood, supported, and challenged.
In your experience, what are the core qualities of a successful business leader, and how do you foster these in your syndicate sessions?
Successful business leaders are adaptable, resilient, and open to learning. They demonstrate emotional intelligence, strategic thinking, and the ability to make difficult decisions while maintaining integrity. In my syndicate sessions, I encourage open discussions and honest feedback, helping members reflect on their experiences and grow from both successes and failures. By fostering a trusting environment, members feel comfortable sharing their challenges, which leads to richer conversations and collective learning. We also ask thought-provoking questions to inspire new ways of thinking and push members beyond their comfort zones.
In what ways do you see the CEO Syndicate positively impacting the personal and professional lives of its members?
The CEO Syndicate provides a unique environment where members can openly discuss both personal and professional challenges. This openness often leads to valuable insights that go beyond traditional business advice. The syndicate becomes a sounding board for new ideas, a source of accountability, and a place where members find genuine friendships. This combination of support and challenge empowers members to make better decisions, lead with greater confidence, and achieve a healthier work-life balance.
How do you stay informed on current business trends and issues, and how do you integrate this knowledge into your sessions?
I stay informed by actively engaging with industry news, attending conferences, and maintaining connections with other business leaders across various sectors. I also draw upon my extensive network to keep a finger on the pulse of emerging trends. We also invite industry-leading speakers to share their expertise, which helps frame our discussions and address current challenges. Additionally, I encourage members to share their insights on the trends affecting their industries, which sparks lively discussions and enriches our collective understanding.
How do you balance providing guidance with encouraging CEOs to find their own solutions to business challenges?
My role as Chair is to facilitate, not dictate. I guide conversations by asking probing questions that help members uncover the root of their challenges and consider multiple perspectives. Rather than providing direct solutions, we encourage members to reflect and draw upon their own experiences and the wisdom of the group. This empowers them to develop their own solutions, which is essential for growth. I see my role as helping members build confidence in their decision-making processes, ensuring that they feel supported while also being challenged to think independently.
Can you share a time when a CEO’s feedback about the syndicate positively influenced your approach as a Chair?
One of the most impactful moments came when a member shared how much they appreciated our practice of going around the table to discuss both personal and professional updates. They found that verbalising their reflections allowed them to gain a deeper understanding of their own progress and challenges. This feedback reinforced the value of structured reflection and prompted me to make this practice a core part of our sessions. It has since become a powerful tool for fostering self-awareness and connecting members on a deeper level.
What lasting impact do you hope to leave on the CEOs you work with through The CEO Institute?
I hope to leave a legacy of resilience, adaptability, and thoughtful leadership. I want members to walk away not only with sharper decision-making skills, but also with a stronger network, a mindset of continuous learning, and the confidence to lead through complexity. My goal is for each member to feel that they have grown as both a leader and as a person through their time in the syndicate. I want them to feel they can lean on the group for listening and know they are not alone. I want them to leave with a toolkit of strategies for navigating challenges, a greater sense of confidence in their decision-making abilities, and a strong network of peers they can rely on. Ultimately, I hope they carry forward the values of collaboration and mutual support into their organisations, creating positive ripple effects in their companies and communities.