David Jepson: The Evolving Role of CEO

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David Jepson, CEO Magazine

David Jepson has played a pivotal role in building one of the world’s most high-profile and respected media brands.

Throughout his tenure at The CEO Magazine, Jepson has held various management roles, starting from an entry-level sales position and ultimately becoming CEO during the challenging times of the COVID-19 pandemic in 2020. Beyond his role at The CEO Magazine, Jepson is also an investor, mentor and board member, leveraging his extensive expertise to drive success and growth.

A conversation with David Jepson on the “Evolving Role of the CEO”, summary by Maya Lockwood

Insights from The CEO Magazine’s David Jepson

In a business world where leadership is scrutinized as much as products, CEOs are stepping into a new kind of spotlight. Today, people don’t just invest in companies—they invest in the people running them.

Few know this better than David Jepson, CEO of The CEO Magazine. Over the past decade, Jepson has interviewed leaders from community banks to Nobel Prize winners, building a global platform that showcases not only business success but the personal values that shape it.

“Personal branding is more important than ever,” Jepson says. “When people evaluate companies, they look closely at the leaders. It’s vital that CEOs proactively shape the narrative around themselves and, by extension, their companies.”

Jepson’s career is a study in intrapreneurship. He joined The CEO Magazine over a decade ago in an entry-level role, steadily taking on bigger responsibilities, expanding operations across Asia, Australia, and the U.S. Originally from the U.K., he now calls Nashville home.

His vantage point has given him a rare, cross-continental view of leadership trends—and one thing stands out: the CEO role is changing fast.

Culture First, Profits Second

Ask Jepson what top-performing CEOs talk about most, and his answer is immediate: culture.

“Many CEOs don’t want to lead with revenue or profit in an interview,” he says. “They want to talk about how they create an environment where their teams can thrive.”

For Jepson, a company’s culture is more than a slogan on a wall—it’s a strategic asset. Yet in many organizations, it’s surprisingly fragile.

“Coming up with authentic purpose and values sounds easy, but it’s not,” he explains. “If you pulled aside a random employee, how many could recite the company’s values? In too many cases, the answer is ‘not many.’”

The Founder’s Glow—and How It Fades

In Silicon Valley, where start-up CEOs often focus on survival and fundraising, culture can be an afterthought. Jepson cautions against that.

“When a company is small, the founder’s personality and the founding team naturally create a strong culture. But as the business grows, that culture can dissipate unless it’s codified and reinforced,” he says. “Culture is built over time—brick by brick—and becomes the guiding light for decision-making.”

Leading When No One’s Watching

Jepson’s leadership philosophy is rooted in personal responsibility. As the eldest child in a foster family, he learned early that his actions set the tone for others.

“Leadership is about striving to be the best version of yourself as often as possible,” he says. “You can’t ask others to act with honesty, discipline, or courage if you’re not holding yourself to those same standards.”

That commitment to authenticity has shaped his career decisions—even if it meant missing out on promotions. “If I can’t be myself in a role, I probably shouldn’t be there,” he says.

The Humility to Apologize

Like any leader, Jepson has faced challenges, particularly in communication. He admits to a tendency to soften feedback out of a desire to protect people’s feelings—what he calls “assigning fragility.”

“It helps no one,” he reflects. “Some of my most impactful moments as a CEO have been apologizing to the team. It builds trust.”

For Jepson, leadership is less about perfection and more about stewardship—looking after the collective good. “Sometimes leadership means giving an inspirational speech; other times, it’s stepping back and giving people the space and trust to act,” he says.

The Goal Is the Journey

Early in his career, Jepson set what he now calls a “toxic goal”: retiring by age 35. These days, he’s replaced that with a more sustainable philosophy.

“My ultimate goal is to enjoy the journey,” he says. “We never truly arrive. It’s about learning, being fulfilled, taking on responsibilities, and leaving things better than I found them.”

And when it comes to his own story? Jepson sees it as a work in progress. “Self-discovery is a never-ending journey. We’re all learning, growing, and addressing the things that have shaped us.”