CEO100 serves the unique needs of sophisticated CEOs who run complex companies but simply don’t have the same resources as Fortune 500 companies.

CEO100 members gain access to unbiased advice, ideas and support on their most pressing strategic, organizational, board and personal leadership issues from peers who are or have been in the same situations and learned important lessons they are willing to share.

Members also get expert advice from our world class CEO mentors who have run large corporations such as Home Depot, Pharmacia Upjohn, Stanley Black & Decker and Bausch & Lomb and are willing to share their experiences, advice and, yes—mistakes—with fellow members.

You don’t have to make key decisions alone anymore, without the benefit of hindsight and insight. Peer into the future with a network of CEOs who have been there before with comparable companies-- and are willing to help you navigate your challenges and opportunities.

CEN provides uncommon wisdom combined with real-world experience that only fellow CEOs can provide. This allows members to receive actionable takeaways from each meeting to improve company performance and avoid costly mistakes.

Here are a few samples of topics our members will discuss at upcoming meetings:

• Your Personal Board of Advisors
  We place members into confidential, professionally facilitated peer groups with up to 14 other members who are compatible and not competitors. Each group meets semi-annually in person or online. In these intimate Personal Board of Advisors meetings, CEO100 members can discuss their most pressing issues and get honest feedback, advice and ideas.

• CEO Mentors
  Members tap into a network of some of the most experienced, battle-tested CEOs and advisors who provide real-world insights on tricky HR dilemmas, thorny international issues, complex M&A opportunities, innovative financing options and more.
  
  CEO Mentors include:
  
  
  • John Lundgren - Former Chairman & CEO of Stanley Black & Decker
  • Fred Hassan - Former Chairman of Bausch & Lomb and CEO of Shering-Plough and Pharmacia Upjohn
  • Bob Nardelli - Former GE Vice Chairman and Divisional CEO, former CEO of Home Depot and Chrysler
  • Ram Charan - World-renowned business advisor to Fortune 100 CEOs
  • Mark Weinberger - Former Global Chairman and CEO of EY
  • Maggie Wilderotter - Former CEO of Frontier Communications
  • Harry Kraemer - Former Chairman and Chief Executive Officer of Baxter International Inc.
  • Farooq Kathwari - CEO of Ethan Allen
  • Raj Gupta - Chairman of APTIV PL

• Research/Intelligence
  Members receive exclusive, data-driven benchmarking data and best practices research from Chief Executive’s Research Division, the same source trusted by some of the world’s largest corporations.

• VIP Access to top Chief Executive events:
  Members receive exclusive access to unparalleled networking events including the famous CEO of the Year Dinner at the NASDAQ in New York City, Leadership Summit (featuring Jim Collins) and more.

Members have quarterly conference calls with top CEO mentors (former Fortune 500 CEOs) on pressing topics such as growth strategies, building a high-performance culture, succession planning, product/service innovation, acquisitions/integrations, digital transformation, sales management and board management.

Ram Charan is a world-renowned business advisor, author and speaker who has spent the past 35 years advising many Fortune 500 CEOs including the CEOs of Ford, MeadWestvaco, Bank of America, DuPont, Novartis, EMC, 3M, Verizon and Tata Group.

Areas of expertise for CEO100 mentoring:
Execution • Business Strategy • Digital Transformation (and The Amazon Management System • Board Effectiveness • Succession Planning

Fred Hassan is a partner with Warburg Pincus and was the CEO of 3 global pharmaceutical companies.  Mr. Hassan was Chairman of Bausch & Lomb, until its sale in 2013, and serves on the boards of Amgen and Intrexon. Mr. Hassan is the former Chief Executive Officer and Chairman of the Board of Schering-Plough Corporation.

Areas of expertise for CEO100 mentoring:
Innovation and R&D • Digital Strategies • Business Strategy • Mergers, Acquisitions and Divestitures •  Succession Planning and Talent Development

Harry Kraemer is the former chairman and chief executive officer of Baxter International Inc., a $12 billion global healthcare company. He became Baxter's chief executive officer in January 1999, and assumed the additional responsibility of chairman of Baxter's board of directors in January 2000.

Areas of expertise for CEO100 mentoring:
Values Based Leadership • Finding Purpose and Satisfaction • Building a World Class Organization • International Growth Strategies

During his 12-year tenure, he orchestrated the merger of Stanley Tool and Black & Decker to form the world’s largest tool company and grew revenues more than 5x, market capitalization more than 7x, and total shareholder return over 400%. Prior to SBD, he spent 25 years at Georgia Pacific and its predecessor companies.

Areas of expertise for CEO100 mentoring:
Lean and Operational Excellence • Branding • M&A and Integration • Automation • Strategic Supply Chain • Culture

Bob Nardelli has grown the sales and profits of a number of multi-national corporations. During his nearly 30-year tenure at the General Electric Co., he quadrupled operating profits for GE Power Systems. As the
Chairman and CEO, he then doubled the size of The Home Depot and helped save Chrysler Corp. and its iconic brands during the financial institution meltdown.

Areas of expertise for CEO100 mentoring:
Operational Excellence • Strategic Planning • Employee Accountability and Engagement • Public Relations

Mark Weinberger was the Global Chairman and CEO of EY, a leading global professional services organization with 284,000 people, operating in more than 150 countries. Mark led the organization through a purpose-fueled transformation centered on EY’s purpose of building a better working world.

Areas of expertise for CEO100 mentoring:
The levers of long-term value creation • Creating a performance and inclusive culture at the same time • Managing and leading a partnership (EY has >3,800 partners in over 150 countries)

• What impact has CEN had on your company from a financial perspective
  
  While I have too many demands on my time, I prioritize attending the CEN meetings as I always leave with pages of good ideas that help us address the various issues that it seems all of us have with growing our companies. In virtually every occasion I have received advice from both my peers and from the facilitators. The ex-officio boards are great!
  
  
• What impact has CEN had on your own personal executive development
  
  Tapping into the breadth and depth of seasoned leaders facing some of the same issues that I have accelerated my learning as a first time CEO. The “disposable advice” (advice freely given with no expectations that it be taken) in a private environment is phenomenal. I liked the program so much that I have my entire leadership team attending the various SEN groups.

• What impact has CEN had on your company from a financial perspective
  
  Over the years at the peer group meetings and between using the on-line side of CEN I have been able to get advice and input that has literally saved or generated millions of dollars. The ability to find a set of executives who have faced the same challenges in usually the same circumstances and learn what works and equally valuably what does not has been priceless CEN participants have no axe to grind and give you the straight facts – what they did well and what they wish they had done better. This has been crucial to the companies that I have worked for over my 15+ years association at SEN and then CEN.
  
  
• What impact has CEN had on your own personal executive development?
  
  I started in the VP of Operations group and transitioned through the VP of Sales group. I learned so much from the other participants as a result of the best facilitation in the country that CEN insists on. After getting promoted to President of my former company I joined CEN. The experience of being in a group with many more seasoned executives with decades of President/ CEO experience was the key enabler to my success running a company. Now, 11 years later at a new company, I still lean heavily on CEN through the peer network and the annual conferences that are all first class. CEN takes up 3 days a year to work “on” versus “in” your business. It’s the best 3 days worth of ROI in the whole year!

Click the button above to fill in the form on this page for more information on CEO100.