CEO Institute Member Stories

Chair Case Study

Written by The CEO Institute | Jul 8, 2025 10:57:34 PM

In this Chair case study, we speak with Suzanne Whitmarsh, Chair of two Executive Leadership Syndicates in Melbourne. With just over 25 years since founding 1st Executive, a boutique executive search, interim management and business advisory firm, Suzanne brings deep expertise in leadership, talent strategy, commercial acumen and board-level decision-making. Her approach as a Chair is grounded in curiosity and a strong belief in the power of listening. Suzanne creates a space where senior leaders are encouraged to think more broadly, challenge their assumptions, and grow both personally and professionally. Through her guidance, members gain not just insight, but renewed confidence and clarity in their leadership journey and contribution.

 

Can you share a brief overview of your professional background and what led you to become a Chair for the CEO Syndicate?

Just over 25 years ago, I founded 1st Executive, a boutique Executive Search, Recruitment and business advisory firm. Our focus is the attraction, retention and development of executive talent for our varied local, national and international client base. I had been a speaker at the CEO Institute for around 4 years and was invited to Chair the then named ‘Future CEO’ Syndicate approximately 2.5 years ago.

 

What motivated you to work with The CEO Institute, and how does the role of Chair align with your personal and professional values?

Part of my motivation to become a CEOi Chair was the opportunity to work with and support individuals who are committed to their own professional and personal development. Through my Executive Search, recruitment, coaching or Board roles in my professional role as MD of 1st Executive, I have the privilege of working with great people every day and am acutely aware that my words, recommendations and decisions will have a considerable effect on an individual’s future.  Being Chair of these Executive Leadership Syndicates is a brilliant extension of what I do every day; work with great people and support them in their personal and professional journeys.

 

In your experience, what are the core qualities of a successful business leader, and how do you foster these in your syndicate sessions?

 

Core qualities of a successful business leader; an open and curious mind, an effective listener and an agile thinker who can develop high performing teams and take them on the journey.  A leader who displays humility and authenticity, who can be both collaborative and decisive when setting strategy, and has the ability and patience to maintain operational oversight with clear accountability that delivers results.

I endeavour to foster and improve these qualities in our broad discussions and in our review of the speaker content focusing on how the Speakers insights could be applied in each members individual businesses, irrespective of their own role.  As a member of the Executive Leadership Team, each member needs to represent their entire business, not just focus on their own area of responsibility or speciality.  

 

In what ways do you see The Executive Syndicate positively impacting the personal and professional lives of its members?

Feedback received is that members highly value the confidentiality and safe space of a non-judgemental peer group where opinion and perspectives are valued, thinking is challenged, support is given, and mindset is stretched. 

 

How do you stay informed on current business trends and issues, and how do you integrate this knowledge into your sessions?

Working with my business clients and colleagues who have a variety of business challenges on a daily basis keeps me current and focused on driving successful outcomes. I have the opportunity to share insights or case studies from my own experience with the members of the Executive Leadership Syndicate. Our business also operates within 4 national and international networks; the peer learning is irreplaceable.

 

How do you balance providing guidance with encouraging business leaders to find their own solutions to business challenges?

It is important for the group to discuss issues, raise their own points of view and come to their own conclusions, before I share my perspective. I may prompt or suggest a discussion direction, but members feel confident they can comment, and know their contribution will be respected and listened to, even if they do not know ‘if it is the right answer’… By learning from others who work in different businesses, they become aware of their own personal bias or limited perspective and find the broader discussions often informative. 

 

Can you share a time when a members feedback about the syndicate positively influenced your approach as a Chair?


 As part of the Executive Leadership program, I meet with each Member on an annual basis where we discuss their objectives, the value they are deriving from their membership, give feedback on how I can as Chair, add more value, etc. I have received consistent feedback on the value of the pre speaker discussion; the importance of the trusted yet challenging environment created with robust discussion, varying perspectives, respect for all and summarised with key points for all to consider.  I try to encourage “live” feedback in our sessions. The challenge has always been how I might respond. I believe that I have learned well from others and trust that this knowledge and experience can be brought to the fore and enriched a little with my own learned experience and a great deal by asking even more questions of the leaders in the room. 

 

What lasting impact do you hope to leave on the Executive Leadership members you work with through The CEO Institute?

I hope to leave each member with a renewed confidence in their own capability, the importance of not losing their intellectual curiosity, broader business acumen, be able to recognise their own personal bias (as we all have it) and be more innovative, commercial, agile and accountable in their thinking.