In today’s fast-paced business environment, leadership transitions are critical moments that can define the future of an organisation. Ty Wiggins, global lead of the CEO & Executive Transition Practice at Russell Reynolds Associates, specialises in guiding CEOs, boards, and senior leaders through these pivotal periods. With over a decade of experience in executive coaching, leadership development, and academic research, Wiggins brings a unique blend of practical expertise and insights to the table.

His book, The New CEO, published last year pulls back the curtain on what it really takes to thrive in your first year as a CEO. Drawing from fresh research and unfiltered insights from top global leaders, it’s a must-read playbook for first-timers and seasoned executives alike.

Wiggins, who was in Dubai for the Emirates Airline Festival of Literature, caught up Gulf Business to share his perspectives on successful leadership transitions, the challenges executives face when stepping into new roles, and how organisations can ensure a smoother path to effectiveness for their leaders. Here’s what he had to say:

Ty, thank you for joining us today. To start, could you tell us a bit about your role at Russell Reynolds Associates and what inspired you to specialise in leadership transitions?

I lead the firm’s CEO & Executive Transition Practice, which means I work with CEOs, boards, and senior leaders to ensure successful transitions into new roles. My focus is on helping leaders navigate the complexities of onboarding, accelerating their path to effectiveness, and driving transformational change within their organisations.

Your book, The New CEO, aligns closely with your work and research. What inspired you to write it, and what readers can expect from it?

The New CEO was published in May last year. It’s really focused on that critical transition period for CEOs and senior executives — the first 12 to 18 months in the role. That’s when they face some of the most unique and high-stakes challenges, and the book is designed to support them through that.

It’s a collection of stories, experiences, and coaching advice that I’ve used with clients over the years. I’ve had the opportunity to work with over 60 CEOs as they’ve gone through their transition, along with a large number of senior executives. On top of that, I conducted qualitative research with another 35 CEOs and included insights from some featured CEOs — like those from PepsiCo, Verizon, and UPS.

So the book brings all of that together into what I hope is a really practical guide for anyone approaching a CEO or senior leadership transition. It reflects the work I lead in this space at Russell Reynolds. And honestly, I think it’s one of the best jobs in the world — sitting down with these individuals and helping them navigate such a pivotal moment in their leadership journey. That’s really the heart of what inspired the book.

You hold a PhD in leadership transitions, which is quite a niche yet incredibly relevant area. Tell us more about what drew you to this subject and what you discovered through your research.

It’s definitely not a very common academic area, but it’s a very common and critical challenge for organisations. Leadership transitions happen all the time — whether it’s a change in role, a restructure, an M&A, someone returning from paternity leave or a career break. Despite how frequent they are, these moments are high-risk, and I noticed that really capable individuals can stumble during these periods. That’s what drew me in.

My PhD focused specifically on the factors that either inhibit or promote success during leadership transitions. I wanted to understand what really makes the difference — and whether we could build something practical to help organisations and individuals navigate it better.

There are a few standout variables that consistently influence the ease or difficulty of a transition, especially at the CEO level. One is what I call “the ghost”— which refers to what happens with the outgoing CEO. If they stay involved or their shadow still lingers over the organisation, it can make it much harder for the incoming CEO to step in effectively.

Another key factor is whether the new CEO comes from inside or outside the organisation. Internal hires and external ones face very different sets of expectations and challenges. And lastly, the overall state of the organisation matters: is it performing well or underperforming? That significantly shapes the pressure and complexity of the transition.

From an individual’s perspective, one of the biggest reasons people fail in transition is that they don’t shift their mindset and behaviours to match the demands of the new level. When we’re under pressure, we tend to fall back on what’s worked for us in the past — but what got you here won’t necessarily get you there.

So things like communication style, presence, interpersonal skills, and even cognitive load become crucial. You need to evolve across all of these dimensions to really succeed in a leadership transition.

What advice do you offer female leaders preparing for the CEO role, particularly in a still male-dominated corporate environment? Have you worked with women in this transition?

I’m fortunate that, among the CEOs I work with, a greater percentage are women. And if any of them were here, they’d likely echo this: despite progress, women are still held to a different standard. There’s often a need to work twice as hard to be seen as half as capable in the eyes of the board or market. That level of scrutiny demands resilience — and while many already have it, continuing to strengthen it is key.

I also emphasise the importance of building a strong external network — someone outside the business to speak to confidently. For aspiring CEOs, having exposure to the board and building relationships at that level is invaluable. Taking on P&L responsibility is critical too — it’s difficult to step into a CEO role without ever having run one.

I encourage leaders to diversify their experiences: take on roles in different regions, functions, or cultures. That builds what we call an “enterprise mindset”, which is essential. If you’re too functionally narrow, it can limit your path to the top.

Finally, there’s a pattern I’ve observed — many women hesitate to pursue roles unless they believe they meet every requirement. Men, on the other hand, tend to go for it if they meet most. So I often remind my clients during moments of self-doubt: the board didn’t pull your name from a hat. They chose you because they believe you’re the right person for the job. Trust that. Keep going. The key is to find the balance between personal growth and business growth.

Read: 44 women leaders share advice to power your success

Many CEOs and senior leaders are deeply ambitious — not just about business growth, but also personal growth. What advice do you offer those who are striving to balance both as they prepare for or step into the CEO role? How can they navigate this dual path effectively?

The aspiration to become CEO, especially if you’re C-suite, is not only natural, it’s essential. But it’s important to understand that being in the C-suite and being the CEO are two very different experiences. While you’re in the C-suite, you’re still executing the current CEO’s vision. That means you need to show your ability to support the existing leadership, even if things aren’t exactly how you’d do them. At the same time, knowing when and how to challenge constructively is equally important.

For leaders with CEO ambitions, I always stress the importance of investing in their personal growth just as much as the business side. Building a network is key — especially one beyond your current domain. For instance, CFOs often have strong relationships with other CFOs, but if you’re aspiring to be CEO, start expanding your network to include COOs, CMOs, and other CEOs. When the time comes to present your succession plan or vision to the board, having that wider perspective can really set you apart.

Another important point is that becoming CEO is not just about being ready for the role — it’s about being prepared for the reality of the role. That’s a big theme in my book. Many people underestimate the shock of becoming CEO. The scrutiny, the expectations — it’s all very different from what they imagined, even if they’ve sat in on board meetings for years.

One of the biggest regrets I hear from new CEOs is not moving quickly enough on building or adjusting their executive team. Another is underestimating how long change takes. CEOs are, by nature, action-oriented — they want to make a mark quickly. But what I often see is they set aggressive targets early on that are hard to achieve, and in doing so, create unnecessary friction and stress.

That pace can also lead to early mistakes. We’re now seeing more CEOs being removed in their second year, which is telling. The first year is often about making moves that look good; the second year reveals whether they were good. That’s when boards start asking the harder questions. So my advice is: pace yourself. Build relationships and communicate effectively with the board, your team, and the wider organisation from the very beginning.

Ultimately, successful CEOs are the ones who balance that ambition with humility, curiosity, and a readiness to listen, learn, and adapt. Growth — personal and business — can happen in tandem, but it requires discipline, patience, and a long-term mindset.

Looking ahead, how do you see the role of the CEO evolving over the next few years? And as the world undergoes constant shifts — be it economic, cultural or societal — what should today’s ambitious leaders be preparing for to effectively lead tomorrow?

I think there are a few big shifts we’re going to see. For one, depending on what happens economically, we may find CEOs needing to be more fiscally oriented again. We’ve been through cycles like this before, and it’s something that can return based on macro conditions. But broadly speaking, the role of a CEO is definitely moving away from the old-school command-and-control model. While remnants of that still exist, the momentum is clearly toward a more people-centric leadership style — one that emphasises engagement and building strong cultures, not just issuing directives or motivating through authority.

If we look five or ten years ahead, I believe the biggest conversations around CEOs won’t just be about revenue or operational decisions. It’ll be about culture — how well a CEO has built it or, in some cases, failed to. We’re already seeing this. When organisations end up in the spotlight for the wrong reasons, media and stakeholders are increasingly pointing fingers at culture as the root cause. It’s not just about what went wrong — it’s about the environment that allowed it to happen.

So, for any executive aspiring to be a CEO in the next three to five years, you absolutely need a culture toolkit. You need to know how to assess culture, how to measure it, how to shift and sustain it. If you’re going to have your finger on the pulse of anything in the organisation, let it be culture.

Of course, none of this exists in isolation. Communication, resilience, agility — these are fundamental to leading effectively in today’s volatile environment. And perhaps most critically, it’s about choosing the right people. Building the right team around you is vital, not just internally but externally too. The role of CEO is an incredibly lonely one. That’s something people don’t often talk about. The most successful leaders I know all have what we call a “kitchen cabinet” — a trusted circle they can lean on. Ideally, you should start putting that support network in place before you take on the role, so you’re not building the plane while flying it.

Artificial intelligence models may recommend different treatments for the same medical condition based solely on a patient’s socioeconomic and demographic characteristics, researchers warn.

The researchers invented nearly three dozen different patients and asked nine healthcare large language AI models how each one should be managed, in a thousand different emergency room situations.

How does AI alter decisions?

Despite identical clinical details, the AI models occasionally altered decisions based on patients’ personal characteristics, affecting priority for care, diagnostic testing, treatment approach, and mental health evaluation, the researchers reported in Nature Medicine.

Read-UAE ranks in top 10 nations with most AI firms per capita

For example, advanced diagnostic tests such as CT scans or MRI were more often recommended for high-income patients, while low-income patients were more frequently advised to undergo no further testing, somewhat mimicking real-world healthcare inequities.

The problems were seen in both proprietary and open-source AI models, the researchers found.

AI in healthcare: Responsibility that comes with its usage

“AI has the power to revolutionise healthcare, but only if it’s developed and used responsibly,” study co-leader Dr Girish Nadkarni of the Icahn School of Medicine at Mount Sinai in New York said in a statement.

“By identifying where these models may introduce bias, we can work to refine their design, strengthen oversight, and build systems that ensure patients remain at the heart of safe, effective care,” added coauthor Dr Eyal Klang, also of the Icahn School.

Potential fixes for Sjogren’s saliva and tears symptoms

Researchers are closer to being able to fix the life-altering dryness of the mouth and eyes that afflicts patients with Sjogren’s syndrome, based on success of two approaches tested in mice.

The symptoms of the autoimmune disorder can make it hard to speak, eat and sleep. But exactly how the disease shuts down the body’s production of tears and saliva has been a mystery until now, researchers reported in the International Journal of Oral Science.

Their new study found that early in the progression of Sjogren’s syndrome, a protein called tricellulin, which clasps together the cells of the glands that produce tears and saliva, is destroyed.

Loss of the tight cellular junctions results in inadequate saliva secretion, the researchers found.

Two possible interventions – an investigational drug (AT1001) and an experimental molecule – each restored saliva secretion in the mice, one by repairing the cell junctions and the other by stopping the breakdown of the junctions before it began.

Both restored normal gland function, offering a potential blueprint for human treatment, the researchers said.

“This changes how we think about treating Sjogren’s syndrome,” study leader Dr Xin Cong of Peking University said in a statement.

“We’re moving beyond simply calming inflammation. Now we can fix the actual structural damage in the glands,” Xin said. “What’s even more encouraging is that both approaches worked, which gives us real confidence in developing patient-ready therapies.”

Experimental drug shows promise for one type of MS

An experimental drug originally developed to treat lymphomas is the first-ever to show an effect against a form of multiple sclerosis for which no approved treatments are available, researchers reported at the American Academy of Neurology meeting in San Diego.

Sanofi’s tolebrutinib, an investigational oral Bruton’s tyrosine kinase inhibitor, demonstrated a 31 per cent delay in the onset of six-month confirmed disability progression in patients with non-active, non-relapsing secondary progressive multiple sclerosis, in a clinical trial.

“This is the first clinical trial showing a positive effect in delaying disability progression in non-relapsing SPMS, a later form of the disease where neurological function gradually worsens over time and disability increases relentlessly,” study leader Dr Robert Fox of the Cleveland Clinic said in a statement.

With 1,131 patients enrolled in the trial, the rate of confirmed disability progression at six months was 22.6 per cent in the tolebrutinib group versus 30.7 per cent in the placebo group, according to a report of the study published in The New England Journal of Medicine.

More patients receiving tolebrutinib achieved improvement in disability, with a six-month confirmed disability improvement rate of 8.6 per cent versus 4.5 per cent with placebo, the researchers also reported.

Markers of disease activity, including inflammation and tissue damage, also were reduced with tolebrutinib compared with placebo.

Serious adverse events, particularly liver complications, were more frequent with tolebrutinib, which is currently under review for potential US approval.

“It appears that about one in 200 patients will have severe elevation of liver enzymes during the first three months of use, so careful monitoring is important, and the drug should be stopped immediately in those with liver enzyme elevations,” Fox said.

Separately, in two studies of patients with relapsing multiple sclerosis, tolebrutinib was not superior to Sanofi’s Aubagio (teriflunomide) in decreasing annualised relapse rates, according to a second report in the same journal.

There is no doubt that the FIFA World Cup 2022 was a catalyst for Qatar’s rapid rise as a major player in the Gulf’s retail and leisure landscape. The event ignited a wave of development, showcased Qatar’s potential to a global audience, and left behind a lasting legacy of world-class hotels, entertainment destinations, fine dining, and modern infrastructure.

Yet, the question remains: what’s next for Qatar’s retail and leisure sectors? Can they sustain the momentum generated by landmark events like the World Cup and ongoing initiatives to boost tourism and economic diversification?

Strategic government support has been instrumental in driving Qatar’s retail and tourism expansion. The Qatar Tourism Authority has played a key role in boosting visitor numbers, which reached a record 5 million in 2024 — a 25 per cent increase over the previous year.

Initiatives like Shop Qatar have further stimulated activity by promoting the country’s shopping experiences through festivals, exclusive discounts, and tourism-driven events.

Highly competitive retail sector

Despite Qatar’s strong market positioning, the path to sustained growth presents challenges. The Gulf’s retail sector is highly competitive, with Qatar, the UAE, Kuwait, and Saudi Arabia often targeting the same affluent consumer base. This has driven Qatar’s strategy of seamlessly integrating retail with its broader visitor experience, offering a unique mix of luxury, culture, and hospitality.

Qatar’s ability to attract global luxury brands has strengthened its appeal among high-net-worth visitors. Iconic hospitality names such as Raffles, Banyan Tree, Mandarin Oriental, Le Royal Meridien, W, Ritz-Carlton, and St. Regis enhance the luxury experience, while renowned fine dining establishments — including Zuma, Cipriani, Gaia, Hakkasan, and Nobu — continue to elevate Qatar’s culinary scene.

The launch of the Michelin Guide Doha and the anticipated opening of Park Chinois further reinforce Qatar’s status as a luxury travel and culinary destination.

Qatar’s local brands gaining ground

Beyond the high-end sector, local brands and homegrown concepts are gaining traction. A rising consumer preference for authenticity and cultural heritage has fueled demand for Qatari designers, artisans, and boutique retail experiences. This evolving mix of luxury and local is shaping a diverse and vibrant retail environment.

With a growing population, a well-connected award winning international airport, and an expanding hospitality sector, Qatar is well-positioned to sustain its retail and leisure momentum. By continuing to blend experiential retail, world-class events, and strategic government backing, Qatar is poised to carve out a distinctive identity in the Gulf’s dynamic retail landscape.

The writer is CEO at United Developers Qatar, the company that owns Place Vendome Qatar.

Read: How global brands can tap GCC’s luxury market

Digital technology is the greatest disruptor of our time, and AI is at the forefront of this revolution. Across industries and economies, its impact is undeniable, accelerating innovation, enhancing decision-making, and redefining productivity.

For organisations worldwide, AI adoption is no longer an option but a necessity. In Saudi Arabia, AI presents a transformative opportunity, capable of supercharging existing industries and creating new ones in alignment with Vision 2030. However, unlocking AI’s full potential requires overcoming key barriers, particularly in research, development, and innovation.

Despite its immense promise, AI adoption in Saudi Arabia faces significant challenges, with data accessibility, infrastructure gaps, talent shortages, and high costs emerging as critical concerns. Collaboration, trust, and strategic alignment are essential to overcoming these hurdles and fostering an environment where AI can drive national progress.

Data is the fuel that powers AI, yet organisations in Saudi Arabia, and globally, grapple with barriers to effective data sharing. Concerns over ownership, security, and regulatory compliance create silos that inhibit innovation.

Establishing national data clearinghouses, implementing standardised protocols, and fostering a culture of data accessibility can drive AI-driven breakthroughs while maintaining security and competitive integrity.

While Saudi Arabia boasts world-class infrastructure, specialised AI research tools, high-performance computing systems, and sector-specific equipment remain limited.

Investing in AI-focused infrastructure, expanding access to cutting-edge computing resources, and fostering cross-industry collaboration can bridge this gap and enable the next wave of AI-driven discoveries.

Collaboration is the foundation for AI’s success in Saudi Arabia

AI expertise is in high demand globally, and Saudi Arabia is no exception. To build a sustainable talent pipeline, investment in education, upskilling initiatives, and strategic recruitment from global AI hubs is critical. Retaining talent, however, requires organisations to rethink work cultures, incentives, and career development pathways to ensure AI professionals remain engaged and committed to the kingdom’s innovation ecosystem.

Developing and implementing AI solutions demands significant financial investment, often putting advanced AI capabilities out of reach for startups and small enterprises. Strategic funding initiatives, public-private partnerships, and government-backed AI incubators can lower the financial threshold, enabling broader participation in AI-powered research, development, and innovation.

Collaboration is the cornerstone of AI’s success in Saudi Arabia. Fostering partnerships between government entities, businesses, and research institutions will accelerate AI adoption and innovation. Several strategies can drive this collective effort: shifting the perception of data from a proprietary asset to a shared national resource, developing centralised and standardized data registries to streamline collaboration, introducing incentives such as financial grants and regulatory sandboxes to encourage AI experimentation, and launching cross-sector AI platforms such as hackathons and think tanks to cultivate a community of innovators working toward shared goals.

For AI to become a cornerstone of Saudi Arabia’s innovation landscape, alignment between government strategies and private-sector capabilities is essential. Vision 2030 provides a robust framework, but its success depends on clear priorities, transparent funding mechanisms, and an ongoing dialogue between stakeholders. AI adoption should align with key national objectives such as sustainability, healthcare, and education to maximise societal impact.

A clear roadmap for AI funding, tied to key performance indicators and collaborative efforts, can drive accountability and sustained progress. Joint training programs, university collaborations, and youth engagement will cultivate a skilled AI workforce poised to drive national innovation. And establishing clear, consistent AI regulations will promote ethical AI adoption while fostering an environment of trust and transparency.

Catalyst for transformation

AI is not just a tool; it is a powerful catalyst for transformation. Saudi Arabia possesses the vision, resources, and ambition to lead in AI-driven innovation.

By overcoming existing challenges through collective action, the kingdom can fully unlock AI’s potential, driving progress, economic diversification, and establishing global leadership in the digital age.

Positioned at the forefront of this new era, AI can redefine industries and accelerate the kingdom’s role as an innovation leader. However, realisng its true potential requires national collaboration. By addressing critical challenges, fostering cooperation, and aligning AI initiatives with strategic goals, Saudi Arabia can seize unparalleled opportunities and pave the way for a digitally empowered future. The time to act is now.

The writer is a partner, and public sector practice lead, at Arthur D. Little, Middle East.

Oil prices fell to a four-year low on Wednesday in its worst five-day losing streak in three years, while several commodities, including base metals, tumbled as the trade war between China and the US is set to intensify.

Stocks in Asia extended a slide on Wall Street as US President Donald Trump looked set to press ahead with whopping 104 per cent duties on Chinese goods as global recession fears gripped financial markets.

Read-Trump’s tariffs kick in, triggering fresh market sell-off

“Crude oil extended losses amid signs of escalation in the trade war,” ANZ said in a note.

“Copper has lost nearly 10 per cent since Trump announced his reciprocal tariffs on major trading partners.”

The United States said on Tuesday that the higher tariffs on imports from China will take effect shortly after midnight, even as the Trump administration moved to quickly start talks with other trading partners targeted by sweeping tariffs.

Oil prices dropped to their lowest in more than four years on looming demand concerns fuelled by the tariffs war between the US and China, the world’s two biggest economies, and a rising supply outlook.

“China’s aggressive retaliation diminishes the chances of a quick deal between the world’s two biggest economies, triggering mounting fears of economic recession across the globe,” said Ye Lin, vice president of oil commodity markets at Rystad Energy.

Expected oil demand

China’s expected oil demand growth of up to 100,000 barrels per day “is at risk if the trade war continues for longer, however, a stronger stimulus to boost domestic consumption could mitigate the losses,” she said.

Oil has lost about one-fifth of its value since Trump announced higher tariffs on its trading partners on April 2, the biggest five-day drop since March 2022.

Copper, iron ore and vegetable oils

Base metal prices in China fell, with copper futures on the Shanghai Futures Exchange hitting an eight-month low and iron ore on the Dalian Commodity Exchange sliding 3 per cent amid heightened fears of a global recession.

Benchmark copper on the London Metal Exchange fell 1 per cent, down for a fifth day and its biggest five-day losing streak since March 2020.

China is the world’s biggest metals consumer. The country retaliated last Friday with additional 34 per cent tariffs on all US goods from April 10, after Trump imposed a 34 per cent tariff on most Chinese goods as part of his higher tariffs.

Gold prices eased as US Treasury yields ticked higher, while anxious investors monitored the escalating trade war.

Malaysian palm oil futures lost more than 1 per cent while rubber tumbled to a more than one-year low.

However, Chicago soybean futures rose for a third session, bouncing back from four-month lows hit earlier in the week, aided by rising prices in Brazil and a softer dollar.