WHEN ANTONIO NERI succeeded Meg Whitman as CEO of Hewlett Packard Enterprise (HPE) six months ago, he became the first Latino to helm the storied technology giant. This role is the culmination of a nearly 25-year career with the company; Neri got his start by helping customers troubleshoot their tech issues from a call center in Amsterdam. He's stayed with the company through multiple transitions and transformations, including I Hewlett-Packard Company's 2015 split that resulted in the creation of HPE.
Originally from Argentina, Neri lived and worked in Latin America and Europe prior to moving to the United States. Neri moved with Hewlett-Packard across continents and through the ranks until he became CEO. His multi-national background gave him a unique point of view and international perspective on business that is central to what he brings to HPE as CEO. Neri is proof that latinos bring a unique set of skills, experience, and perspective to C-suite roles.
For Neri, there are four essential elements of HPE that are at the heart of his work as CEO: the people, the company, the culture, and the technology. Here is how each of these elements is taking shape at 1IPE under his leadership.
The People and the Culture:
Neri's career began early, when he was encouraged by a member of the Argentine military to forego traditional middle school in favor of a military education. From the age of 15. Neri had a hands-on role working with the navy's technology, beginning as an engineering apprentice. These early experiences grew into Neri's passion for engineering and technology. He continued to work for the navy while at tending high school and college (the Escuela National de Education Tecnica and the Universidad Tecnologica National), where he advanced his education in engineering.
For Neri, the role that mentorship played in a pivotal moment of his own life is proof that mentorship is a key ingredient when it comes to developing and nurturing talent. According to Neri, in order to succeed, you need people around you supporting you, who will allow you "to grow, to fail, to experiment." He recognizes, too, that this mantle must be passed down through the generations of business leaders in order to encourage the next crop of talent. Continually nurturing future leaders is an essential element to the sustainability and big-picture growth of companies.
Nurturing talent at a macro level means creating a corporate culture that supports and sustains...