June 2026
Welcome to the June 2026 issue of CEO Monthly. We are delighted to bring a selection of news, features, and success stories to our readers around the world. The CEOs featured within these pages stood out to us for their tenacity, commitment, and strength at all times. Leading a business is no small feat but our award-winning CEOs take everything in their stride and make it look effortless. For example, positively impacting the spheres of PR and marketing, procurement, telecommunications, and more, these CEOs continue to raise the bar for an assortment of industries and a diverse selection of individual clients. We sincerely hope you find this issue to be both insightful and inspiring, and we wish you a prosperous month ahead. See you again in July. Sofi Parry, Senior Editor Website: www.ceo-review.com AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility.
4. News - A world of “workaholics”: Six in ten employees likely to work unpaid overtime, but nearly half would quit over poor work–life balance 6. Why as an Executive Leader You Need to Work with Your Unconscious in Order to Be Successful 8. Civic Marketplace: AI-Powered Procurement Platform for Local Government 9. Circet UK: Alan O’Prey: Leading with Clarity Consistency, and Connection 10. Davis Experience & Events: Creating Extraordinary Experiences for Enhanced Engagement 11. Chad Teixeira: The Name Behind Esteemed PR and Experiential Marketing Contents
NEWS A world of “workaholics”: Six in ten employees likely to work unpaid overtime, but nearly half would quit over poor work–life balance
By: Adam Stamm, co owner, Online DISC Profile Online DISC Profile survey of almost 1,400 people highlights global tension between perfectionism, long hours and the growing demand for fair work– life balance – with personality insights offering a way forward for leaders. A new global survey by Online DISC Profile of nearly 1,400 people reveals that 60% of respondents are likely or very likely to work late – often unpaid – even though most say life, not work, should come first. The research suggests that while “workaholic” behaviours remain common, many employees are increasingly willing to vote with their feet when balance tips too far in favour of the job. In the study, 60% of people said they were likely or very likely to work late without additional pay, despite 62% believing that life should come before work. At the same time, an overwhelming 82% reported they are likely or very likely to strive for perfection at work, while 38% still believe work should come first. Workaholics, clock watchers and the culture question These attitudes mean a large share of the workforce fits into what we tend to call the “workaholic” trope – people who work long hours and consistently prioritise their job above everything else. Yet the survey also reveals a more hopeful picture: nearly half (48%) said they would be likely or very likely to leave a job if the work–life balance was not fair, a higher proportion than those who believe work should come first. Alongside “workaholics”, the familiar figure of the “clock watcher” is still present – employees who are likely to work only their assigned hours. Both tropes appear in many workplaces, but some of these patterns are strongly influenced by national and cultural norms around work. What global work cultures reveal To deepen the survey insights, Online DISC Profile examined how different countries are commonly perceived in terms of work attitudes. For example, Japanese workers are often associated with the “workaholic” trope, in a culture known for its respect for hierarchy, punctuality, long working hours and group oriented decision making. By contrast, Finland consistently ranks highly for work–life balance and has topped the list of the happiest countries in the world for nine consecutive years, including 2026. Meanwhile, workers in the USA, Brazil, Australia and Ireland are reported to work the longest average days, exceeding the OECD average of 36 hours per week. Beyond stereotypes: why labels are not enough While these cultural and behavioural tropes exist, whether nationally or within organisations, it is crucial not to stereotype individuals based on them. Businesses need the ability to identify and understand the real differences playing out in their own workplaces – and to manage those differences effectively rather than relying on assumptions. One way to do this is by understanding a person’s perceived personality type, whether via tools such as Myers Briggs or DISC. These frameworks do not reduce people to labels; instead, they offer leaders language and data to adapt their approach to different needs and styles. Personality needs behind “workaholics” and “clock watchers” From my perspective as co owner of Online DISC Profile, it is not yet evident that DISC personality styles directly map onto familiar workplace tropes such as “workaholic” or “clock watcher”. However, each DISC style has measurable psychological needs that can predispose people towards certain behaviours, and that knowledge can be invaluable for leaders trying to support their teams. Take S types as an example: they have a strong need for stability, and it is possible they may fall into “workaholic” mode in order to maintain economic or psychological security. It is also possible they may be seen as “clock watchers” because of their systematic thinking and preference for working within clear systems, which feeds their need for stability and predictability; others might label this as clock watching, when in reality they see themselves as simply following the rules. Cultural awareness as a leadership skill Global organisations often bring together employees from many cultural backgrounds, each with different expectations of work, hierarchy, time and balance. That diversity can be a major asset, but only if leaders are equipped to understand and respond to it deliberately rather than leaving it to chance. As Michele Haugh from EarlyHR Solutions and EarlyEngage points out, cultural awareness does not just appear on its own; it has to be taught, modelled and discussed consistently. When leaders start learning about the cultural rhythms that matter to their people, it shifts conversations from assumption to curiosity and shows up in simple but powerful gestures such as acknowledging a holiday, offering schedule flexibility or asking how someone celebrates an important day. What this means for leaders The combined picture from our survey and additional research into workplace attitudes around the world is clear: many employees still work like “workaholics”, but almost as many are ready to walk away when balance is not right. Leaders who want to build sustainable, high performing teams need to understand both the cultural context and the individual personality needs that sit behind the labels. A full breakdown of the survey findings and our research into global workplace attitudes – including practical guidance for managers on supporting different working styles and perspectives – is available now on the Online DISC Profile blog. My hope is that these insights will encourage leaders to move beyond stereotypes and use personality understanding as a practical tool to create fairer, more effective workplaces for everyone.
Feature By Nicola Ellwood, Master Executive Coach “This is the work I need to do! I was considering an MBA, but this is the work. I’m the only one who can unlock my potential” A client recently said this to me. And she’s right. Here’s the truth – we are often the reason we succeed and the reason we stay stuck. We get in our own way. Because it’s all in the unconscious and we don’t even realise. There’s a huge misconception about what leadership is. It’s not about what you do, the strategy you create, and it’s certainly not behavioural. Leadership is psychological. It is about you and how you show up in your role. It’s the energy you have. It’s what you focus on, what you believe and therefore what you do – how you navigate things… it’s all about you. And if you show up as your best, your teams resonate, and they want to work towards your vision. So how do you show up? The compelling reason leaders do the unconscious work Most leaders have some awareness of how they experience themselves. Often there’s a sense of: ‘This is just who I am.’ But that’s rarely the truth. It’s simply who you’ve been up until this point. I ask my clients, “ok, so if that is who you are now, who do you want to be? The happy, effective and highperforming leader (the ones who have the best outcomes and culture) know who they are at their best. They have developed and internalised strategies to manage themselves. So, what are you like, and is that serving you? On paper, many leaders are performing well; they: • Drive positively towards high targets. • Bring people together and make people feel accountable. • Work at the right level and make strategic decisions. • Delegate and empower well. • Span multiple workstreams with no balls dropping. • Report and govern as required. But external success doesn’t always match internal experience. Many leaders are delivering exceptional outcomes whilst privately experiencing something very different. They can: • Feel anxious or out of control. • Push too hard to make sure the thing does or doesn’t happen. • Work every hour, overextending themselves • Feel like the imposter (and that they’ll be found out at any moment). • Wish relationships were better. • Wish people would “get on the bus”. • Feel like they’re just an observer of their world. If this resonates, imagine the change when your internal world finally aligns with the success everyone else already sees. Imagine not just achieving outcomes but actually feeling them. Imagine leading in a way that strengthens both you and the people around you, rather than costing you. Because when leaders stop fighting themselves unconsciously, they often unlock the very thing they’ve been chasing externally: clarity, energy, fulfilment, and longterm success. Our unconscious shapes how we see ourselves. It manipulates our hidden fears, unexamined beliefs, suppressed emotions, childhood conditioning and unconscious drivers. If we don’t bring these things into consciousness and challenge them, they start running the show. We move through life listening to an internal soundtrack that feels true, even when it no longer serves us. Executive leaders do the work In my work, I often find leaders are operating from an internal reality that simply no longer serves them. High-performing leaders are willing to unravel the internal patterns shaping them. It’s not easy work. It means looking fear in the face, so it has nowhere left to hide. Challenging beliefs that may once have served them but now limit them. Releasing the emotional weight and stored memories that drain energy and block progress. It means understanding the unconscious drivers behind their behaviours too. Executive leaders need to recognise what drives their success and what pulls them into unproductive patterns. When leaders do this work, something shifts. They develop: • The self-awareness to self-manage with greater Why as an Executive Leader You Need to Work with Your Unconscious in Order to Be Successful flexibility • Greater congruence between who they are and how they lead • More confidence in what’s possible • Strategies to navigate leadership in a way that feels energised, balanced and sustainable This work impacts teams, too. Leaders who work with their unconscious tend to create teams built on three things: 1. Strength. Leaders who know themselves encourage others to believe in themselves too. Their clarity, confidence and conviction in the vision gives teams direction and belief in what’s possible. 2. Trust. Congruence creates trust. When leaders are aligned in who they are, what they say and how they show up, teams feel it. It creates psychological safety. 3. Calm. Flexible leaders navigate challenge and change with class and grace. They know they always have choice in how to respond and they role model that to others Executive leaders who work with their unconscious stop relying on external success to define who they are. They look inwards first. The greatest shifts in leadership rarely come from adding more or searching outside yourself for the answer. They come from understanding yourself more deeply, removing what no longer serves you and unlocking the resources that were already there. That’s when success stops being something leaders chase and starts becoming something they experience.
CEO MONTHLY / JUNE 2026 8 n a mission to unlock local agency procurement through a marketplace that saves both time and the taxpayer’s dollars, Civic Marketplace offers a platform that empowers government procurement offices to make purchases simpler, without sacrificing legal compliance. This cutting-edge technology brings transparency and efficiency to the world of public service delivery, and access to its network of diverse and reliable vendors helps to support local economies whilst preserving the trust that is so important in this environment. Its marketplace, which it has co-designed and bolstered through the power of AI, sees proven and highly-rated vendors matched with local government agency contracts. With government procurement suffering from the same challenges regarding outdated systems, inefficient processes, and limited staff, this is a win-win situation benefiting procurement leaders and vendors alike, not to mention the people who ultimately benefit from the goods and services. “We are the only platform that has a modern UX and is simultaneously compliance-safe, AI-native, smallvendor accessible, and ecosystemoriented. The category we’re creating is enormous – and we’re the only team positioned to lead it.” Built to close the gap that other platforms in the market seem incapable of doing, Civic Marketplace’s redefining solution can be attributed to the bright minds behind it, especially that of CEO Al Hleileh. A visionary entrepreneur, civic innovator, and the cofounder of Civic Marketplace, Al is now a twotime founder with a strong track record of scaling mission-based ventures, thanks to the strategic foresight and relentless execution he brings to the table. This makes him a great leader in the world of public procurement. Procurement may be his latest venture, but it is far from Al’s first taste of leadership and scaling in the wider realm of technology and data analytics. For instance, prior to launching Civic Marketplace in late 2023, Al played a major role in heading up technology and data analytics for Delivery Associates, a London-based consultancy specialising in impact for governmental and social impact organisations. AI-Powered Procurement Platform for Local Government Today, procurement faces outdated technology, understaffed teams, and a discernible lack of innovation. Leaders in this space end up spending too much of their time on compliance and ticking boxes, and vendors struggle to get noticed and navigate the complexities of this changing landscape. Civic Marketplace helps to remedy both of these problems, and we caught up with Al Hleileh, its awardwinning CEO, in the wake of his recognition as the Most Influential CEO 2026 – Public Procurement (UK & USA). Al’s expertise in digital transformation and data-driven decision making in particular contributed to some monumental case studies for the company, and his leadership was marked by actionable insights, optimised performance, and maximum impact for its clients, all thanks to his leveraging of analytic data. This is just one example, as he also shaped product and analytics strategy at Spring (formerly Teespring), a Californiabased, verticalised commerce platform spanning the entire supply chain, from ideation to delivery. Besides these impressive former placements, Al’s contributions to data-driven governance have been widely recognised, with his work being featured in the likes of ‘City Heroes: Celebrating Data and Analytics Innovators’, a web post created by the National League of Cities and focusing on how cities like Fort Worth, San Jose, and Knoxville are all leading the charge when it comes to leveraging data to create efficient and responsive public services. Al has also worked on hands-on projects in Youngstown, OH, and Stanford, CT. Stanford actually holds a particularly strong place in Al’s heart, as he received an MBA from there in 2012 and has since returned to the university for a collaboration that saw them utilise SafeGraph foot traffic data to help the city optimise its peak-hour monitoring and vaccine penetration analysis, ultimately demonstrating how cities can harness the power of analytics to improve decision making on a massive scale. These experiences all feed into his leadership of Civic Marketplace, and Al’s data-driven approach sees procurement streamlined and governments and small businesses supported with actionable insights that help transform their operations for the better. The result is a company that is forever changing the way communities connect, collaborate, and contract, as well as securing economic opportunities through technology and analytics. Civic Marketplace thus stands as a category-defining force in the field of procurement and beyond. O Contact: Al Hleileh Company: Civic Marketplace Web Address: https://www. civicmarketplace.com/?r=0
CEO MONTHLY / JUNE 2026 9 Alan O’Prey: Leading with Clarity, Consistency, and Connection Since 1975, Circet UK has served as a trusted provider to the telecommunications, transport infrastructure, and power sectors. The company is on a mission to power communities across Ireland, the UK, and beyond, offering tailored solutions for various telecommunications and infrastructure requirements. This is a mission steered by Alan O’Prey, a seasoned telecommunications executive with over three decades of industry experience. We spoke with Alan to learn more, as he is named in the Most Influential CEO Awards 2026. Alan O’Prey stepped into the world of work at 16 years old, beginning as an engineering apprentice. He held this position until 19, when an unexpected opportunity in telecoms reshaped his professional pathway. On a newfound trajectory, Alan’s early career has spanned leadership roles at Kelly Communications, Lucent Technologies, Global Crossing, Onetrue, and Oracy Ltd. In 2011, Alan joined MJ Quinn and led the team as Managing Director from 2016 to 2021. Throughout this period, he played an instrumental role in expanding the company’s footprint within the UK’s telecoms landscape. From 2021 to 2022, Alan served as Managing Director of Netomnia, the UK’s fastestgrowing alternative network provider. Here, he accelerated FTTP rollouts across numerous locations and significantly improved the company’s operational efficiency. In 2022, Alan was appointed the role of CEO of Circet UK. As CEO, he is responsible for setting direction, driving performance, and creating an environment in which his team can succeed. He leverages his vast experience to balance long-term strategy with the realities of day-to-day delivery, ensuring that Circet UK grows sustainably whilst paying close attention to safety, quality, and client relationships. “My career hasn’t always followed a perfectly linear path, but that’s been one of my biggest advantages,” he told us. “I’ve worked across different roles and environments, which has given me a broad perspective on how businesses actually operate, not just in theory but on the ground. What’s shaped me most is exposure to real world challenges, building teams, navigating change, and learning to adapt when things don’t go to plan. Like most people, I’ve learned as much from things that didn’t work as from things that did.” As with any leadership role, Alan has encountered his share of challenges along the way, from market pressures and operational complexity to making tough decisions at pace. The CEO has refused to be deterred, however, instead turning obstacles into opportunities by maintaining consistency, being clear on priorities, remaining focused on outcomes, and surrounding himself with a strong team he can trust. These actions, Alan told us, are critical to success in such a dynamic landscape. “Success in roles like this isn’t about having all the answers,” he shared. “It is about creating the right environment for the business to succeed. That comes down to people, clarity, and consistency. If you get those right, everything else tends to follow.” Certainly, there have been significant opportunities presented throughout Alan’s time in business, particularly in the areas of growth and diversification. Since joining the company, the CEO has overseen rapid company expansion, secured major contracts, and spearheaded diversification into green energy sectors such as solar power. Expanding into new sectors has been a focal point for the team, allowing Circet UK to reduce reliance on its traditional industries and build a more balanced portfolio. These opportunities have further shaped Alan’s role at Circet UK, demanding the CEO to be increasingly strategic when assessing the market’s direction, where the team can add value, and how Circet UK can position itself for the long-term. Ultimately, Alan’s long-term vision for the future is to build a business that is resilient, scalable, and positioned to lead across multiple infrastructure sectors. Over the next 12 months and beyond, the focus will be grounded in sustainable growth, diversification, and operational excellence. This will include expansion in power, utilities, and renewables; strengthening key client relationships; driving efficiency and performance across the business; and maintaining a strong focus on safety and delivery. With Alan O’Prey at its helm, named the UK’s Most Influential CEO 2026 in Telecom Solutions, we at CEO Monthly have no doubt that Circet UK will continue to lead the field. As for Alan’s own career trajectory, the CEO shared: “For me, it’s about continuing to grow, both personally and professionally. That includes developing as a leader, staying close to the business, and ensuring that I’m contributing to its long-term success. I’m a big believer in learning, whether that’s through experience, through others, or through formal development. You never really ‘arrive’ in these roles; you keep evolving.” Contact: Alan O’Prey Company: Circet UK Web Address: www.circet.ie
CEO MONTHLY / JUNE 2026 10 For over a decade, Davis Experience & Events has created award-winning brand activations, corporate events, and employee experiences that connect people with brands and deliver measurable ROI. The company has built a reputation for delivering creativity, strategy, and precision from its offices in The marketing sector is shifting, with consumers increasingly seeking tangible experiences over distanced digital interactions. Within this evolving landscape, brands are now rethinking their marketing strategies to create immersive, interactive experiences that engage customers directly. Enter Davis Experience & Events, an agency renowned for creating extraordinary experiences with huge emotional impact. We took a closer look at this industry leader below, as we recognise Davis Experience & Events and Founder Paul Davis in the 2026 Most Influential CEO Awards. Dublin, London, and Austin, whether operating as a dedicated events agency, a destination management company for international campaigns, or a partner for global conference management. Whether a client is launching a product, engaging employees, or expanding their offerings, Davis Experience & Events serves as a trusted partner in experiential success. The Davis Experience & Events team always aims to connect, inspire, and perform, and, after 13 years of successful operations, boasts an expansive portfolio comprising over 2,550 delivered experiences and more than ten million people engaged. With its specialties lying in strategy, event management, employee experience, and brand marketing, Davis Experience & Events serves a diverse clientele from a wide range of sectors. Clients range from government agencies and arts and culture organisations to blue-chip technology clients such as Google, Dropbox, Indeed, Cisco, and Intercom. From engaging employee experiences and destination management events to brand activations, conference management, and cultural experiences, Davis Experience & Events is well-poised to meet and exceed any event needs. At Davis Experience & Events, every project begins with a blank-page mindset. Its experienced team works in close collaboration with each client, taking the time to understand their unique perspective, wants, and needs. With this understanding, Davis Experience & Events works tirelessly to deliver the events its clients deserve: on brief, within budget, and beyond their expectations. This unwavering commitment to its clients has positioned Davis Experience & Events as a frontrunner in the worldwide experiential market. The company has earned recognition as the Leading Global Creative Events and Experience Agency 2026, a status supported by glowing testimonials from previous clients. One client reported: “Davis Experience & Events is a hands-on company that takes away the stress of planning. Fantastic staff with one goal in mind: customer satisfaction!” While another wrote: “A brilliant agency. We recently used Davis Experience & Events to organise an important corporate event. Their brilliant creative ideas and professionalism as a team led to an outstanding event. We will definitely be using Davis Experience & Events in the future.” “The best ROI always comes from one thing: extraordinary experiences that create connection, drive engagement, and deliver measurable impact.” At the head of this leading agency is Founder and CEO Paul Davis. With more than 25 years of experience navigating the fast-paced landscape of the events industry, Paul has led his dedicated team to achieve award-winning success. He steers the business to support clients with creative vision, operational excellence, and a strong focus on measurable engagement, sustainability, and ROI for international projects. A strategic leader with excellent communication skills, a strong outcome focus, and demonstrated success in the digital, marketing, experiential, and media industries, Paul has established Davis Experience & Events as a global leader in the landscape of events and experiential marketing. For his tireless efforts to build brands, connect people, and bring unique ideas to life, Paul Davis has been named Europe’s Most Influential CEO 2026 in Creative Events and Experiential Marketing. Contact: Paul Davis Company: Davis Experience & Events Web Address: www.davisevents.ie Creating Extraordinary Experiences for Enhanced Engagement
CEO MONTHLY / JUNE 2026 11 Chad Teixeira: The PR & Branding Strategist Behind High-Profile Brands, Reputation and Influence Working between London and Portugal, Chad has built a reputation for advising businesses ranging from ambitious start-ups to multinational corporations on strategic communications, media relations, personal branding and reputation management. His expertise lies not simply in generating publicity, but in shaping narratives that strengthen authority, commercial positioning and long-term brand value. Over the years, Chad has worked with internationally recognised names including Virgin Atlantic, Volkswagen, ALDI UK, Hilton UK, London Fashion Week, HelloFresh, FIFA and Mastercard Global, alongside founders, executives and public figures seeking greater visibility and stronger positioning within their industries. At the centre of Chad Teixeira Media is a clear philosophy: effective PR is never transactional. It is strategic, reputation-driven and rooted in credibility. Through carefully considered media positioning, high-value storytelling and meaningful industry relationships, Chad supports clients in becoming recognised voices within their sectors while safeguarding and strengthening brand perception. His work spans high-level media strategy, executive profiling, crisis communications, thought leadership and brand positioning, ensuring clients are not simply seen, but remembered for the right reasons. From securing influential coverage and managing reputational challenges to crafting narratives that resonate with audiences, Chad’s focus remains on creating measurable commercial and reputational impact. With extensive relationships across media, luxury, lifestyle, business and consumer sectors, Chad is known for delivering campaigns and communications strategies that elevate visibility while maintaining authenticity and long-term credibility. This has made Chad Teixeira Media a trusted partner to brands seeking influence rather than noise. Beyond communications, Chad is also recognised for championing transparent conversations around wellbeing, identity and personal growth, using his platform to advocate for purpose-led storytelling and meaningful social impact. His contribution to the communications and experiential marketing space has led to multiple nominations and industry recognition, including being named Most Influential CEO 2026 – PR & Experiential Marketing (Europe). Contact Details Contact: Chad Teixeira Company: Chad Teixeira Media Web Address: www.chadteixeira.com/ Oct23629 As CEO of Chad Teixeira Media, Chad Teixeira has established himself as one of the leading figures in public relations, media strategy and brand positioning, helping entrepreneurs, global brands and high-profile individuals shape perception, build credibility and command influence in an increasingly competitive landscape.
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