CEOs With the Hardest Jobs Right Now

Tan must improve Intel’s chips, repair manufacturing, retain customers and reduce costs before competitors extend their lead. Every part of the turnaround is time-sensitive.

De Meo inherits a luxury group dominated by Gucci just as that brand needs new products, cleaner distribution and patience. Automotive urgency may help.

Abel takes formal control after decades of Buffett-shaped capital allocation. Even sensible decisions will be judged against the best deal his predecessor ever made.

Ternus inherits exceptional products, margins and customer loyalty alongside a company overdue for a new source of surprise. Protecting the machine is not enough.

Ortberg has to restore safety, production discipline and trust before higher aircraft deliveries count as progress. Suppliers and regulators need evidence, not another plan.

Espinosa must cut plants and spending without leaving Nissan too weak to refresh its vehicles. The failed Honda talks removed an obvious escape route.

Niccol must make Starbucks stores faster, warmer and simpler at the same time. The turnaround becomes difficult when each improvement threatens another part of the operation.

Amodei must manage rapid growth, huge infrastructure commitments, safety promises and a possible public listing while competing directly with better-funded partners.

Altman is balancing research, consumer products, enterprise sales, government relationships and immense capital needs inside an organization with unresolved governance tensions.

Hill needs to restore product excitement, repair wholesale relationships and reduce discounting. A famous brand cannot solve those problems through marketing alone.