Prepare well for a light conversation
The new CEO will probably be mostly driving the conversation, but that doesn't mean there aren't opportunities for you here. With good preparation, you can respond to them.
- This is your chance to make a first impression. What kind of impression do you want to make?
- This is a chance to point out any things your section is doing that you're proud of.
- This is a chance to point out any things that could be improved.
Making a first impression
This is your first proper face to face meeting and the CEO will get a sense of what kind of person you are. Obviously you want to be dressed correctly; clean, not too casual, but not stiff either. How formal or casual also depends a bit on your department. If you're the young and zany branch of a big company, don't come in a full suit.
Make sure you're relaxed, alert and focused going in; don't overdo the coffee and make sure you're not rushing there from another meeting.
Be up to date on what's been happening. Know the status of your department's projects, what kind of moves the company as a whole has been making, what the competition/partner firms are doing and anything in the news recently that seems relevant to the company's direction. You want the CEO to think of you as someone who knows their stuff.
Success should be celebrated
It's not enough to do a good job. The people who end up judging your performance and allocating resources should also know that you're doing a good job. So make sure you're prepared to talk about current and past projects and what's been accomplished.
Aim to bring up at least one current project that's looking promising.
Point out "opportunities for improvement"
The new CEO doesn't want to hear a long list of complaints, but on the other hand, this is their chance to find out where the real trouble spots are, what people at various levels of the organization are running into. So rather than go complaining about other departments that are screwing you over, rather say "I think there are some things where we can do better..". Framing it as something that can be improved shows that you want to be part of the solution, not moaning about the problem.
Don't go listing all of the problems. Pick a few that are important to you but also that are somewhat tractable. Start with something that can be successfully solved. This helps build political capital for taking on harder problems.
So, on the one hand you're looking forward to a light conversation, open to spontaneous turns. On the other hand, good preparation helps you take turns in the direction you want.