important that we stay aligned internally with the same goal in mind. Being data-focused enables us to move on from emotion and more clearly assess what is working and what is not. We have learned how to pivot very quickly, and this approach has helped throughout the company.
IRU: What advice would you give someone who is just starting their career? Leib: I would encourage anyone starting their career to thor- oughly research the career and industry in which they are most interested—ask questions, apply for an internship, and when you land a job, deliver results. Early in your career, what’s most important is to meet deadlines, produce excellent work, be curi- ous and reliable, and hold yourself accountable. As your career progresses, the ability to influence without direct control becomes really important, and finally, later in your career, driving follow- ship becomes most important. Many leaders are willing to share their experiences with young people. Yet, everyone’s journey is unique. I never planned my career as much as I found things I enjoyed doing and was good at with people I enjoyed being with. Equally important is finding a hobby or two outside your chosen career path. You can learn soft skills like teamwork, leadership, or perseverance that can be applied to your career while also giving yourself an outlet. Personally, I run, walk, and hike.
IRU: How do you balance the competing demands of your personal and professional life? Leib: When it comes to balancing personal and professional life, it’s all about setting priorities and sticking to them. Sometimes this is easier said than done, and admittedly, I am better at this now than earlier in my career. I prioritize my family and health above all else and am unwavering in my commitment to them. I am a better leader when I am my best self. Hiring highly compe- tent, curious people who lead their areas enables this to occur.
IRU: What aspect of investor relations do you find the most valuable? Leib: Te role of IR is essential when communicating DFIN’s value to investors and other stakeholders. As our company changes, IR helps ensure our success by keeping our stakeholders informed and engaged. IR also has its finger on the pulse of all things related to capital markets. As CEO, I lean on DFIN’s IR team for insight into what the investment community is looking for, how their demands and expectations are changing, and what we need to do to reach our stakeholders better. We always try to stay abreast of industry best practices and lean on our innovative technology
niri.org/ irupdate
to help our IR team communicate our value better.
IRU: How can IR add the most value to your leadership team? Leib: IR is the conduit between our company and the capital markets. By engaging with investors and buy-side and sell-side analysts, our IR team can report on the trends and expectations. IR takes the market’s feedback and turns it into actionable intel- ligence. As the primary communications conduit, IR is a critical function supporting the entire leadership team and our decision- making processes.
IRU: What are the key ingredients to a compelling investor narrative? Leib: Companies should tell a story highlighting their vision, showcase the problems they are solving, and demonstrate how their product or service solves them better than everyone else. Ten, back up the narrative with easy-to-understand and visually appealing data and long-term financial projections. It’s best to use simple language to explain business models, market potential, and traction achieved. Getting investors excited about what’s in the pipeline is also important. Advanced technology and tools will give companies access to more data that will help them tell a better story. Creating a compelling environmental, social and governance (ESG) story is an excellent example of this. Inves- tors are asking for greater insight into a company’s practices, and many global regulatory agencies and states, including the Securities and Exchange Commission (SEC) and California, are steadily working toward mandating ESG reporting.
IRU: What’s the one thing you take with you on every busi- ness trip? Leib: I always pack a pair of running shoes. Setting aside time to run keeps me honest and is a great way to start the day or decompress. Being outdoors or on a treadmill is how I show up for myself, ensuring that I am operating in a state to best show up for my team.
IRU: If you weren’t CEO, what would you be doing? Leib: If I weren’t CEO, I’d be somewhere watching the Chicago Cubs play or coaching/managing a baseball team. I thrive in a team environment where we’re all strategically aligned and focused on the same goal, and who doesn’t love baseball? Go, Cubs, go!
IRU: Where is your happy place? Leib: My happy place is with my family. If I can be at Wrigley Field with them, I consider it a bonus. IR
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