The Chris Voss Show - The Chris Voss Show Podcast – The Detour CEO: 9 Unexpected Turns on the Road to Leadership Success by Paul Perreault

Episode Date: August 13, 2025

The Detour CEO: 9 Unexpected Turns on the Road to Leadership Success by Paul Perreault https://www.amazon.com/Detour-CEO-Unexpected-Leadership-Success/dp/B0F2SR5L8J Paulperreaultsr.com Leadership doesn't follow a straight path, and the most effective leaders know how to make strategic turns. In The Detour CEO: 9 Unexpected Turns on the Road to Leadership Success, former CEO Paul Perreault delivers a funny, engaging, and insightful guide to leading with purpose and resilience. Drawing from decades of experience in the specialized global biopharma industry, Paul provides actionable strategies to: Identify and prioritize your top performers Navigate organizational challenges with confidence Balance strategic decisions with personal values Cultivate a leadership style that fosters growth and loyalty Through relatable stories and practical advice, Paul dives deep into the nuances of leadership―how to build trust, develop a pipeline of future leaders, and maintain focus in a world of constant distractions. He also challenges traditional notions of success, encouraging leaders to rethink their approach to prioritize people and values over short-term gains. Packed with thoughtful reflections and actionable takeaways, The Detour CEO is a must-read for leaders at every level who want to make a lasting impact―on their teams, their organizations, and their own lives. This is more than a leadership guide; it's a roadmap for navigating the complexities of modern leadership while staying true to your authentic self.About the author Paul’s new book, The Detour CEO: 9 Unexpected Turns on the Road to Leadership Success, tells the story of that unlikely journey—and the values that guided him every step of the way. Raised as the second of eight children and married for over 44 years, Paul built his life on faith, grit, and a strong sense of purpose. Early on, his wife taught school while they worked together to create a future defined not by status, but by service. As Paul puts it: “Being a CEO is a job. It’s not who I am. And it can all go away in a heartbeat.” That belief still grounds him today: whether leading teams, mentoring rising executives, or spending time with his grandkids, Paul’s focus remains on people, not positions. Throughout his career, Paul has been known for his collaborative leadership style, steady temperament, and values-driven approach. He champions a leadership philosophy rooted in service, integrity, collaboration, humility, and innovation—believing these core principles are what truly drive lasting success. Of course, not every value is boardroom-worthy: one of his more personal (and longstanding) convictions is to politely avoid his mom’s meatloaf whenever possible. Now in what he calls his “grandkid era,” Paul starts each morning with two cappuccinos (non-negotiable), a workout, and prayer. A good day includes some cardio, maybe a little golf, and the kind of red wine that makes dinner feel like a celebration. Paul believes great leadership is about helping people thrive—identifying where they can add value at any level, in any role. Today, Paul is available to speak and advise—not just for healthcare organizations, but for a variety of businesses across industries and continents. His insights span leadership, innovation, legacy-building, and the psychology behind values and influences. Paul isn’t here to sell success. He’s here to talk about what matters once you’ve reached it. Whether he’s on stage, in a boardroom, or mentoring one-on-one, Paul brings a blend of real-world experience, strategic insight, and authenticity that resonates with leaders navigating today’s fast-paced world.

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But an amazing man on the show today, we're going to talk about his exciting ideas and about leadership. Oh my God, another book on leadership, Chris. Yeah, well, it's kind of my thing. Anyway, he is offered the latest book that will be forthcoming on August 19, 2025, called The D-Tour CEO, nine unexpected turns on the road to leadership success. Paul Perrault joins us on a show. Today, we're going to be talking to him about all the good stuff that's in his book and the details and all that.

He is a new book. It tells a story of unlikely journey and values that guide him every step of the way. He was raised as the second of eight children. He was raised to the second of eight children and married for over 44 years. He built his life on faith, grit, and a strong sense of purpose. Early on, his wife taught school where they worked together to create a future defined by status, not by status, but by service. Being a CEO is a job.

It's not who I am. And it can all go away with a heartbeat, Paul says. That belief still grounds them today, where they're leading, teams, mentoring, rising executives, or spending time with his grandkids, Paul's focus remains on people and not positions. Paul, welcome the show. How are you? I'm doing great, Chris. How are you? I'm doing excellent. Give us a dot-coms. Where do you want people to find out more about you on the interwebs? You can go to Paul Perot-S-R.com. That's p-A-U-L-R-E-R-E-A-U-L-T-S-R. Very. So give us a 30,000 overview. What's inside your new

book. You know, I was a in the C-suite as a CEO of one of the largest companies in the world for about a decade. And people seem to be interested in the story of how I got there. And so every time I told the story, people said, that's really cool. That's unbelievable. And you started where and how did you get there? And, you know, what was the plan? And, you know, unbeknownst to me, there was never a plan. So it was, you know, one of those things that surprised the heck out of me when they put me in charge and also my mother, you know, because, you know, why would they put me in charge for anything? But, you know, it's one of those things where as I look at where I started, a lot of people today think there's like this tick-the-box exercise to get to the C-suite. And for me,

it wasn't that way at all. I mean, it was a lot of trial error, taking on different roles, trying to continually add value in the jobs I had. And I didn't even know that I was going anywhere. You know, when I started in college, I mean, I started originally starting out studying for the priesthood in a Benedictine monastery. Oh, really? Yeah. And I was there for about three and a half years until they kicked until I left. And it was just one of those things where, you know, I thought I had the calling, but it turned

out to be a crank call. So I said, oh, okay. God has the Jersey boys up there. He does. They make some crank calls. That's exactly right. From the 90s there? Absolutely.

You'll have to look that up. Yeah. they'll look it up, I'm sure. There's no TikTok. But anyway, I think it was, you know, just an interesting start for me to move from there to selling drugs. And I ended up, you know, going into pharmaceutical sales after a bunch of other jobs. Oh, so legitimate drugs then?

Yeah, yeah, legitimate stuff. This would have been a funner story if it had been on the types of drugs. It might not have ended the same. No, probably not. Probably not. I saw Breaking Bad. But, you know, it was one of those things where as I took a look at my, career and I looked back on it. You know, I said, I didn't know at the time when things were happening

that I was actually setting myself up for what ultimately became, you know, my final role in the corporate world before retiring, which I'm kind of retired. And you know, people see that on my website. I've had a lot of people say, you're not very good at retirement. I said, yeah, well, you know, I'm still trying to add value. I'm still trying to help. And that's a big part of my book as well. You know, starting off is what I thought would be a servant leader and and being a servant leader in other ways within corporate world and rare diseases and taking care of patients and knowing patients personally and their families. I mean, it was really a career of love and honored to be able to, you know, take care of people in such a beneficial way. But so anyway, people thought that was kind of an interesting story, you know, started out as a sales rep and, you know, where am I going to go from there?

I thought I was going to retire a sales rep because I loved it. I'm calling, I'm like, docks and hospitals and doing all that stuff. And then all of a sudden, you know, somebody came to me and said, you know, you should try something different. You know, you're doing really well in sales, but maybe you should train some people on that. And I'm like, really? What happens to my customers? And they're like, no, you'll find other stuff. You know, you'll find that you're actually helping other people. So I'm like, okay, great.

So I did both. And then somebody came to me and said, well, you should be a manager. And I'm like, really? And I was like, why would I do that? And they're like, well, then because you can build a team. And you can now build teams. And I'm like, well, it sounds interesting. And, you know, so I took that roll on and failed miserably my first year because I never managed people.

I didn't know, you know, it was so hard. You know, people, I think Seinfeld said people, they're the worst. But, you know, it was one of those things that. I met some. But it, but they're really not. I mean, people are great. And you've got to have people. Have you been on Twitter lately?

No, I'm just on Twitter. Not lately. it's a good call back joe yeah i got it so anyway i i you know the book is about that journey it's about all the twist and turns in my career and people that helped me to try different things to push to different areas and then there's some warnings at the end of each chapter that i've had in my career that's that that's the general overview and and and in what i'm doing and with the book and then just if you go to my website real quickly and then we can delve into some other stuff, whatever you'd like. But I am sitting on a couple of private boards, helping people

with some startups in the biotech and healthcare field. I'm doing some advising and private equity in healthcare. I'm doing some mentoring. I'm doing speaking at conferences and when people are looking for somebody to come in and talk about leadership and strategies, I have a company I call strategorship, which doesn't really roll off the tongue, but it's kind of the combination of where strategy meets leadership. There's a lot of books written about strategy, a lot written about leadership, not a lot written about how the two of them

can be synergistic in terms of really multiplying values, culture, returns for companies and organizations and the people in them. Yeah. Now, the title of your book, it's titled The Detour CEO, and I think you kind of referenced a little bit that you were moving through your career,

and people like try some different things. Is that what the DT, the DT, the DTur, C, it's Monday for me, evidently, the DTor CEO, is that what refers to the, the road of turns? It is. The subtitle is nine unexpected terms on the road to leadership success. So it's one of those things where I took different twist in terms. I left a company to join another company, but I had different options at that time to do other things. And, you know, at the time, again, I was making decisions in the moment, thinking

I was and hoping I was making the right decision. But when I look back at these unexpected opportunities, it all falls into place on how I ended up getting to the C-suite where I didn't even know I was getting to, to be honest. So I never had the aspiration to be CEO. You know, when I was a kid, I wanted to be like an astronaut. I didn't want to be a CEO. I didn't even know what a CEO was. So it's one of those things where those twist and terms really help me become a generalist. And I talk about that a lot in my book because I think that general management and being a generalist is a bit of a lost skill these days when everybody wants to specialize, specialize, specialize. And you actually need specialists. There's no doubt. But generalists need

to be able to see the whole picture across the organization. I grew up in the business. So taking on all those different roles allowed me to get the general knowledge to see how all the pieces fit together. And I didn't know I was acquiring all that at the time, other than I was always interested in learning more. Yeah, most definitely. So this is, would you say this is a memoir then? I'd say it's partly a memoir, partly, you know, hopefully humorous. So keep people's interest a little bit. You know, people say I have a lot of dad jokes and I probably do. But, you know, but it's, it is a memoir, but it's also, I wrote it really crisp for kind of mid-career, early career folks that think they want to be in the C-suite so you get there and you

find out how miserable it could be. But, you know, it's, it is part of, you know, the learnings of how I got there and the fact that there isn't a straight path. And if, you know, I think we talked earlier about, you know, maybe being president, which, you know, some people might not have be cut out for. And I think the thing that people have said before is if you want to be president, maybe you shouldn't even try to be. And I think the same about the C-suite sometimes is that if you think you want to be the CEO, maybe you're not the right person. So it's not something I aspired to in my career, but it happened. And sometimes I was the last to know I was even up for a promotion. Ah, that's that's how it is around my office. No one ever tells me if I ever get

promoted or not but I have worked for myself for 18 years so the problem may be in the leadership of this company maybe you should talk to yourself well I do that already I'm single no wife no kids and I've just got a husky so you know I pretty much talk to myself or I talk to the dog and the dog just looks at me and goes you need help like seriously she handed me a she handed me a psychiatrist car the other day I have no idea where she got it but I don't know it's a husky they do things so in your book you you help people identify and prioritize top performers how do I find these people and can I brand them like with one of those iron fire things like in Texas well I guess you know you might chip them these days as well yeah maybe we got to get the AI in them got to do the Elon must

thing chip off the old block so I guess you got to find them somewhere but you know I'd say that identifying your top performance is kind of interesting. I mean, clearly you can, and it depends on the culture of the company as well, right? I mean, there are some people that can perform at a very high level, but, you know, they're willing to kill anybody to get to where they need to get to. That's not really the culture I was trying to inspire within the organization. You know, okay, can you take care of this person, you know, by next week? Well, you know, I could have it done by lunch. It's like, oh, yeah, okay. That's when you worked for the mob. No, but, but the top before yeah I don't know

I haven't worked for them yet but you're probably still right I'm not I'm not you might want to check your wife and see if she's cool with that new career though that could be a good question yeah that's a good question she's seen the movie

I don't know I mean if you got a good life insurance policy she might like it how long you've been married 44 years oh yeah she's into it yeah it's been the happiest 22 years of her life She's the one who's going to put you in the trunk eventually in this space. That's right. No, me too.

But anyway, I think you identify them by looking at their performance. You look at the value they can add to the organization. You look at how they interact with the rest of the organization, how they live the values of the company, the culture of the company. And sometimes, you know, it's very interesting because you can identify people that are adding value and can become your 20% just by observing. And you, you know, you're sitting in a meeting and sometimes the loudest voice in the room is not the one you actually want to listen to. And the people around the table seem to know that too. So there are some people when they speak up, all of a sudden everybody kind of listens. And they may not be the person you think of as, you know, the front runner, but there's certainly something they've developed with the group where people realize this person is adding value somewhere.

And that has something to say that's worthwhile. So you have to do a lot of observation. You have to actually try and listen. You don't just go for the shiny object of the day that might be just a flash in the pan. But it's consistency, it's delivery, it's values, it's culture, it's everything that they can bring to the table to work with the strategy and live the strategy of the organization. The other thing is they have to be good managers. There are individual top performers, you know, in sales and in other areas where, you know, you know who these top performers are. But, you know, even Scotty Sheffler has a coach, right?

So you have to, and he can get that much better incrementally just by one or two tips where you don't have to spend all day with them. But people spend no days sometimes with their top performers. And that's a mistake because they're looking for help too. So you identify them, then you have to help them and then let them ride. Yeah. The 80-20 rules, I used to call it. It's always funny, no matter how much you try and beat the system of the 80-20 rule. 20% of your people are always your top performers.

Sometimes it's even smaller. Like in real estate, I think it's like 5%, maybe. But I would always try and muck with the 80-20 rule. Like sometimes we switch leads up. Sometimes I would try and, like you say, focus maybe spending more time on my non-performers. Because my performers, you know, they just kind of, you know, you give them an eight-ball cocaine and a hooker and a limo. And they're fine for like a weekend. But why is it?

Everyone always gets that joke. anyway, I don't know. Too many movies. Yeah, too many movies and I don't know, too many calls that I've gotten. Your top salesman's at the bar here, you need to come pick them up, Chris. Okay, on a way over. Anyway, but, you know, the money.

And so I tried to spend more time, you know, to develop my, you know, the lower class, the lower folks that are the top salespeople to see if, you know, we could make the flip switch. And we just never could. It wasn't, Those people have skills and they're good at what they do and there's a reason they are. And so, yeah, over time, I would muck with the system just to try and see if I can spin it and I can never spin it.

Top people are always the top people. That's true. And I think in an organization that that bell curve is really what we're talking about a lot. And if you can just shift that bell curve a little bit, you know, to the left and get to 21, 22 percent or 23 percent, I mean, it just makes it. But you're never going to get to 50%. I mean, it's really hard to find that in any organization I've ever been. So you're absolutely right. But, you know, one of the chapters in the book talks about don't try to fix everything.

And that includes every person. So as a CEO, you can't just, you can't fix everything. There's too much going on. And so there are only certain things a CEO can do and certain things maybe they should do. And then there are other things that are okay if a CEO might do it, you know, 75. percent or 60 percent you don't have to do everything 100 percent as somebody once told me you're not superman can't do everything 100 percent what yeah that's what you know i said me to be superman i was shocked too yeah like i just everyone's like you know it's it's it's tough being a CEO now

were you a CEO at a public company or was it private no it was a public company it was one of the top 200 largest companies in the world so it was over a hundred billion market cap but it was based in australia headquarters so c s limited. And, you know, we're not on Kramer's mad money because it's an Australian listed stock. So if you don't know, you know, the Australian stock exchange or you don't know somebody that has a rare disease that we treat, you might not have heard of the company. But it was over, like I said, over 100 billion market cap with 33,000 employees. So I'd say it was pretty good size. Well, you don't want to be on Kramer's list anyway. You always do the opposite

what Kramer tells you to do. I've been following that since Lehman Brothers, and he told everyone to double down and buy it two days before, I think two or three days before it folded. So I've kind of learned with him. Yeah, we just do the opposite, and you'll probably be fine. I think there's actually somebody who did a thread or a study on that. And actually.

George Costanza. Was it George Costanza? Yeah, just do the opposite. Yeah, just do the opposite. And it'll work. Yeah, some things in that way, too. So I do that with the same advice from the Kardashians. That's why I have an inverted butt.

I don't know what that means. Anyway, but I did have an implanted. So people right now are sitting at home going, how do you implant an inverted butt? See your doctor. By the way, today's show is brought to us by plastic surgery in Florida. We use concrete. So what else should people know about what you're doing on your website too?

Because I think you've got some offerings there, speaking engagements. something called strat leadership. Yeah, I'll let you do that one then. Yeah, stratatorship. It's one of those things that I think people that think about strategy and people think about leadership within a company, but they're typically different people that think about those two things. And so, as I might say,

there's a lot of books on strategy, a lot on leadership, but not a lot that brings the two pieces together. We haven't really found that many books that talk about both. So there's an academic side, a kind of strategy and game theory, and that's all well and good to think about in terms of your business and your competitors and all the rest. But the leadership piece is critical because without the people side of the business, it's going to be really tough. And as much as we want robots to run everything, I'm not sure that that's going to be the end game.

So you're still going to have to lead people. you're still going to have to manage people. And really, if you're a great leader, it probably means you're a really good manager as well. Because people found you to be trustworthy. They found you to be fair. And they would go through the wall for you if you treated them appropriately. And then all of a sudden, people start following you

and you become a leader in that vein. And there's a lot to it. You know, a lot of people can manage up, but they don't manage down well or they don't manage across well. And they don't tend to be the best leaders to be honest. Yeah. And why do you think that is? Because they're trying to do too many things at once. I'm sorry. No, I think, no, I, Chris, I just think that they're, they're more thinking about themselves. They want to be some inspirational leader. And, you know, hubris is not a good

thing. There's a, there's a difference between hubris and confidence. And I think some, if you can't lead across the organization or manage your peers with, you know, what's going on, because you're usually working in some sort of cross-functional teams. And if you can't manage down and your people, you know, hate you or fear you or don't trust you, how are you going to be a good leader? You know, so you've got to start with management. And everybody wants to be a good leader, but nobody wants to manage anybody. Yeah.

Well, let me ask you this. I pull this a lot because I seem to everybody I talk to, we seem to all kind of run up against the same thing. You know, I talked to a lot of leaders. And when I talk to them, I ask them, what's your leadership? style. Like, what is your format of your leadership? What would you call it? How do you work it? And I'm amazed at how many don't know. Is that just me? Is everyone playing a prank on me or something? Well, I don't know if they're playing a prank on you or they just don't want to say or. Oh, that's right. They're keeping a secret. They might just not know what their style is. But I'd say my style is approachable. It's management by walking around.

It's being a good listener. There's a difference between hearing and listening, actually. So there's things that I did in my leadership style to develop the culture. It's walking the talk and holding yourself accountable, not being afraid to have somebody call you out if I'm not living in the values. I didn't fire people if they said, hey, you're not doing the right thing, you know, because our values say this, but you just did that. And I'm human, actually. I'm not a robot. So, you know, I do make mistakes.

all the time. I'm sure the show's not a mistake, though, Chris. Yeah, yeah. This is one of the few you got right. Yeah, thanks. Some of the ones you got right. You got a few, you got a lot of things right, I'm sure. But I used to do a lot of walking around. You know, I used to, and it's interesting that the people in the, in the office or in the plants, they'd love to have me come and show me what they're doing, but it was their managers that were always a bit nervous about what they might say to me. So that kind of tells me something. So, but I have found that people, I think, mostly found me approachable, although somewhat intimidating just because I'm a large fellow. And, you know, I am pretty confident.

And I do have this relaxed angry face that my wife talks about. Relaxed angry face. I have a resting bitch face too. People look at me and they go, they go, he's really angry about something. And I'm like, no, I just have to poop. Like, I'm 58 or 57. I'm not 58 yet. I guess I'm a young man.

Yeah, but yeah, usually if I have resting bitch face, I just have to poop. There's something. The Taco Bell buffet night didn't go well the night before. So it's not going well the next morning either. Anyway, enough about me. So, but, you know, it sounds like you're one of those CEOs who've identified your style. You understand the inlay of culture and how to put it into your companies. That's the other thing I ask a lot of CEOs.

I'm like, so what's the culture you try and engender at your company and stuff? what's a culture? And I'm like, seriously? You can make it in a lab. You know, you can get some, you can culture all kinds of stuff in the laboratory, but, you know, I'm just not sure that's, that's not the culture we're actually looking for. I mean, sometimes we are. Sometimes that is exactly the culture we're looking for in biotech.

I had some of those cultures after a trip to Thailand, but that's another story. Yeah, anyway. Peptobismal. Peptobismal, yeah. That'll get you through the Taco Bell thing. But no, it's so important that CEOs think about this thing. I'm just really surprised, especially with like Fortune 500 companies, because many times you're stepping into a situation where maybe there was bad morale before,

there was some bad leadership, and, you know, sometimes you're called in to try and, you know, reset the balance of the organization with healthy leadership. And so you kind of have to know what the old culture was to bring in the new culture. You can't just come in and then people like, you know, the old CEO is that way, and everyone hated him. You know, like, damn it, I can't just rule by Fiat and demand things to people. Everything will improve. They put the gun up against the head.

If your behavior improves, we'll pull the gun away. That's right. That's right. Moral will improve. That's how we grew up in the Christmas show, by the way. Look, I'd say that culture is really hard, and that's why people, find it difficult to, you know, talk about it because you have to have consistency over a long period of time. You have to keep talking about the values. You have to keep talking about the

behaviors. So it's not, you know, when you have your performance reviews, what we used to do is talk about not just the what, what did you do, but how did you get it done? You know, did you live the values while you were accomplishing these goals? So we would talk about that and instill that into people, trying to get them to think about, you know, their behaviors in the organization because we had core values that we lived by. And, you know, patient focus was number one because the only reason we exist in this business in the biotech, pharma, you know, healthcare side is to take care of patients. Yeah.

So why aren't they first in front of every company that's in this business? They should be. And so patients number one, but innovation and collaboration and in tech. integrity and superior performance. Those were the values. Those are the things that people were held accountable to do. And so that's, and so we tried to instill that in every meeting, tried to instill it in the performance reviews, tried to instill it.

And every time I spoke, I didn't speak about the share price ever. Unless I got a, unless I got a question from the audience. And then it was like, what are you worried about? Are you doing your job? Are you doing it the best you can? are you adding value for yourself and for the company and for the patients that were serving because you need to work every day like somebody's life depends on it because it actually did. These were non-discretionary medicines for rare diseases. So it was a great purpose and then

you set the vision and you build the culture. But all of that takes time. It takes money. HR usually gets the short end of the stick when budget time rolls around. You know, everybody wants great culture and all this, but nobody wants to spend any money. money on it to say, okay, how are we going to continue to instill this in the process? Yeah, yeah. It's pretty well. So give us your final thoughts as we go out, tell people where to pick up the book and how they can find out more. Well, you can find it on Amazon. August 19th is the release date. Shortly after, you'll be able to get the audio version. It will be available day one on Kindle as well. And we look forward to, you can also order it off of my website.

that's Paul PerotSR.com. And you can reach me through there as well. All my contact information is on the website. Like I say, if you're looking for somebody to speak about culture, leadership, organizations, or any of those topics, happy to help. And mentor, I'd love to speak to universities as well and young minds to tell them about how maybe the real world works compared to, you know, when you're in school and trying to learn how it works.

So, because I've lived it, you know, a long time, 44 years in the industry and I started in sales, left as a CEO somehow, surprising everybody, including, as I said, my mother. Here we go. So I really appreciate the time, Chris, and it's an honor of being on your show. You've done a fantastic job. Thank you. It was an honor to have you as well. And we got some good jokes in, too, on top of it.

So thank you very much for coming to show. We really appreciate it. Yeah. Thank you, and thanks for us for tuning in. Pre-order the book right now. Detour CEO, nine expected, let me re-cut that. The detour CEO, nine unexpected turns on the road to leadership success. Out August 19, 2025 by Paul Perot.

Thanks for months for tuning in. Go to Goodrease.com, Fortress, Chris Foss. LinkedIn.com, Fortess, Chris Foss, 1 on the TikTokitie and all those crazy places in the internet. Be good to each other. Stay safe. We'll see you guys next time.