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HOW HYPER-CUSTOMIZATION IS REDEFINING THE CUSTOMER EXPERIENCE
Itis fascinating how we have come full circle. A century ago, the local grocer knew your name, your favorite loaf of bread, and even when you would run out of milk. Then came the age of mass production, where scale mattered more than personal connection. Now, technology is bringing that sense of familiarity back, this time powered by data, analytics, and digital empathy. We are entering the age of hyper-customization, where every click, choice, and conversation shapes the experience we receive.
A recent report by McKinsey revealed that over 70 percent of consumers now expect personalized interactions from brands, and nearly three-quarters feel frustrated when they do not get them. Personalization is no longer a luxury. It has become the new business standard. The real challenge is to balance automation with authenticity, to know your customer while still understanding them as people.
We chose this theme for CIO Magazine’s October issue because it reflects the direction in which digital leadership is moving. Hyper-customization is not just about smarter algorithms or targeted marketing. It is about rethinking how organizations serve people. It is about listening better, designing better, and responding faster in a world that changes by the minute.
Our cover story features Jorissa Neutelings, Chief Digital Officer at ABN AMRO Bank N.V. Jorissa believes in what she calls "Liquid Companies," organizations that adapt seamlessly to customer needs, combining technology and empathy to create experiences that feel truly personal. She reminds us that digitalization should make life simpler, faster, and more human. Her story shows that innovation matters most when it makes a difference in people’s lives.
This issue also includes insights from digital pioneers, technocrats, and business leaders who are shaping the next chapter of customer experience. From data ethics to AI-driven personalization, each story explores how technology can enhance the human touch rather than replace it.
As you read through this issue, take a moment to reflect on what personalization means in your world. The future of business is not about reaching everyone. It is about reaching each person in the right way.
Enjoy Reading.
Sarath Shyam
JORISSA NEUTELINGS
DESIGNING DIGITAL SOLUTIONS THAT PUT CUSTOMERS FIRST CHIEF DIGITAL OFFICER, ABN AMRO BANK N.V.
Subhash Chandra Jose 30 CIO, European Bank for Reconstruction & Development
Transforming Banking with Purpose-Driven Technology
Phila Msizazwe
52 CIO, Automobile Association of South Africa
Transforming Technology for Human Impact
Prashanth Bhushan 40 Vice President of Connective Industry, Hitachi
Transforming an Operator to an Orchestrator EXECUTIVE OP-EDS
JORISSA NEUTELINGS
CHIEF DIGITAL OFFICER, ABN AMRO BANK N.V.
DESIGNING DIGITAL SOLUTIONS THAT PUT CUSTOMERS FIRST
Jorissa Neutelings is the Chief Digital Officer (CDO) of ABN AMRO Bank N.V. She is responsible for global Digital Customer Experience, Digital Innovation, Data & Advanced Analytics (also including AI), and the Design & Build of all digital channels. The main theme in her career is the customer. In this eco-system driven world with liquid interactions she sees digitalisation as the route to help clients simpler, faster and more personal.
Recently, in an exclusive interview with CIO Magazine, Jorissa shared insights on her career journey, digital leadership, and vision for the future, highlighting her passion for simplifying customers' lives through digital solutions and her vision for "Liquid Companies" that are seamlessly integrated and hyper-personalized. She also shared the secret mantra behind her success, her favourite quote, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Jorissa. What inspired you to pursue a career in digital leadership, and what motivates you to continue?
I started my career in service and marketing departments. Both areas cater for an easier life for our customer, taking problems out of their hands. That really got to me. How can I add to life's simplicity? When around 2000 digital came up, I found even more solutions that could add value to easiness for customers so I moved quickly to that area and have been working in digital professions ever since that day
What do you love the most about your current role?
T-o work with so many smart colleagues on removing the every day friction customers experience in digital banking is what I love to do. Customers telling me that they found a certain digital process so easy or that they really felt understood, make my day.
What's your vision for the future of digital transformation, and how do you see it evolving?
Digital transformation is no longer about digitising processes—it’s about becoming fluid. At ABN AMRO, I envision a future where organisations evolve into Liquid Companies: seamlessly integrated, hyper-personalised, and always present where the customer is. This means shifting from rigid process flows to dynamic, data-driven journeys that adapt in real time to individual needs.
Is there a particular person you are grateful for who helped get you to where you are?
So many people to mention here as a career in digital transformation asks a lot of you. You
At ABN AMRO, I envision a future where organisations evolve into Liquid Companies: seamlessly integrated, hyperpersonalised, and always present where the customer is
need stamina, thick skin, inspiration, bold, risk taking etc etc. The support of family, friends, colleagues and work mentors is crucial. This is not a single-person job
Congratulations on being recognized as one of the Global CDO 100 2025 winners. Our readers would love to know the secret mantra behind your success.
Thank you so much, that is really kind. What is most important, I think, is that you are there for the customer without compromise where digital solutions follow that guidance. Technique is there to simplify and enhance your life, never the other way around and you should work from outside to inside and from future till now. I stick to those rules for everything we build!
How do you prioritize your own professional development and growth as a digital leader?
That is of course always a challenge combining this with working hours. I try to do micro activities during my week like reading weekly 15 minutes through customer feedback, read some articles on future developments weekly and have a monthly “lets talk” with different specialists in the digital area. A good tip is to commit yourself to a couple of key notes a year. Then you prioritize deep dives on content so you can have a smashing presentation.
What are some of your passions outside of work?
What do you like to do in your time off? Since 2 years I am addicted to playing padel and I love to be on the water with my SUPboard. Spending time with my grown kids, visiting modern art
Only companies that are built around the customer, will keep up with the fast development we see now in the digital environment
exhibits and going to dance parties with friends is also regularly on my agenda.
What is your favourite quote?
Be yourself, there are already so many others (Loesje) and I have never done it before, so I think I can do it (Pippi Langkous).
What is your biggest goal? Where do you see yourself in 5 years from now?
My mission is Founder of Future Bliss and every year I want to make sure that I have spent the most time on actually doing this. Who knows, maybe you see me as a futurist somewhere on stage in 5 years.
What advice would you give to someone looking to build a career in digital leadership?
Make sure you love customers and you appoint yourself to an ambassador for the customer where you work. Only companies that are built around the customer, will keep up with the fast development we see now in the digital environment.
Driving Meaningful Impact through Data and AI Ed Lovely
Chief Data Officer, IBM
Ed Lovely is IBM’s Chief Data Officer, leading global data strategy, governance, and transformation. With over 30 years of experience across finance, operations, and technology, Ed has driven some of IBM’s most impactful enterprise transformations. He is passionate about simplifying complexity, enabling AI, and building trusted data platforms that power innovation and productivity.
Ed’s approach blends vision-driven execution with a deep commitment to collaboration and continuous learning. He works closely with teams across IBM to turn data into insight— and insight into action—while championing responsible AI practices. He is also a frequently sought-after advisor to IBM’s clients, helping them navigate their own digital and data transformations. Ed earned a bachelor’s degree in finance, magna cum laude from the University of Delaware. Together with his wife Regina, they have three children and reside in Sandy Hook, Connecticut.
Recently, in an exclusive interview with CIO Magazine, Ed shared insights into his passion for digital transformation and technology, highlighting how a defining experience early in his career sparked a curiosity that changed his career trajectory. He also shared his personal philosophies, the secret mantra behind his success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Ed. What drives your passion for digital transformation and technology?
My passion for digital transformation is rooted in a defining experience early in my career. I began at IBM in accounting and vendor payables, working with outdated systems: green screens, blinking cursors, and manual data entry that was both tedious and error-prone. I remember thinking, “There has to be a better way.” That moment of friction sparked a curiosity that changed the course of my career.
I started asking questions, trying to understand how we could improve the process. Eventually,
I connected with someone in IT, and within a short time, I transitioned into a systems analyst role to help fix the very system I had been using. That experience taught me something fundamental: we’re not limited by the tools in front of us, we’re limited only by our imagination and ability to collaborate. Technology, when applied thoughtfully, can remove friction, unlock potential, and empower people.
That realization lit a fire in me that’s never gone out. I’ve been driven ever since by a desire to simplify complexity and create better experiences that drive the business forward. Digital transformation isn’t just about systems;
it’s about people. It’s about listening to their pain points, understanding their needs, and building solutions that truly serve them. That’s what excites me every day: the opportunity to lead change that matters and to help others imagine what’s possible.
What do you love the most about your current role?
What I love most about being IBM’s Chief Data Officer is the opportunity to drive meaningful, enterprise-wide impact. Data is at the heart of everything we do, from enabling AI to improving decision-making, and I have
the privilege of leading a team that’s shaping how we harness that data responsibly and effectively. Our mission is to turn data into insight, and insight into action. That’s where transformation happens.
One of the most rewarding aspects of the role is helping IBM become the most productive company in the world. That may sound ambitious, but it’s a clear and shared goal across the organization. We’re building the trusted data foundation that powers AI models, fuels productivity, and enables IBMers to make smarter, faster decisions. We’re not just managing data: we’re driving enterprise-wide innovation.
DATA IS AT THE HEART OF EVERYTHING WE DO, FROM ENABLING AI TO IMPROVING DECISIONMAKING, AND I HAVE THE PRIVILEGE OF LEADING A TEAM THAT’S SHAPING HOW WE HARNESS THAT DATA RESPONSIBLY AND EFFECTIVELY
I also value the collaborative nature of the role. I work closely with colleagues across business units, helping them unlock value from data in ways that align with their goals. Whether it’s refining our data architecture or exploring new AI capabilities, every day brings a new challenge and a new opportunity to innovate. What makes it all worthwhile is seeing our work translate into real-world outcomes, not just for IBM, but for our clients and partners around the world.
How do you see the role of the Chief Data Office evolving in the next 5–10 years?
The role of the Chief Data Office is evolving rapidly, and I believe we’re only beginning to understand its full potential. Traditionally, CDOs were focused on governance, compliance, and data quality. But as organizations begin to recognize data as a core asset—and as data becomes more central to how businesses operate and grow—the expectations of this role are expanding. In the next 5 to 10 years, I think we’ll see CDOs playing a much more strategic role in helping organizations not just manage data, but use it to drive innovation, improve decisionmaking, and uncover new opportunities.
At IBM, we’ve seen firsthand how impactful this shift can be. Our CDO supports everything from AI enablement to productivity improvements across the enterprise. We’re learning how to better integrate data across workflows, and how to use those insights to support our teams and clients more effectively.
This evolution also means working more closely with other leaders across the business. The CDO can’t operate in isolation; data touches every part of the organization. Building
THE FUTURE OF BUSINESS WILL BE SHAPED BY HOW WELL WE INTEGRATE AI INTO OUR WORKFLOWS BY COMBINING CUTTING-EDGE TECHNOLOGY WITH A DEEP UNDERSTANDING HOW IT CAN SERVE REAL HUMAN NEEDS
strong partnerships with peers in finance, HR, operations, and technology is essential. And as AI becomes more embedded in how we work, the CDO will also play a key role in ensuring that data is trusted, models are explainable, and outcomes are responsible.
It’s an exciting time to be in this role. There’s still a lot to learn, but I’m optimistic about how the CDO can help shape the future of business in a meaningful way.
What role do you think AI and machine learning will play in shaping the future of business?
AI and machine learning are already reshaping how businesses operate, and their influence will only deepen in the years ahead. As I mentioned earlier, data is the foundation of effective decision-making, and AI is the engine that can turn that data into insight and action. But to realize AI’s full potential, organizations need more than just algorithms. They need trusted, integrated data, clear use cases, and a thoughtful approach to implementation.
Right now, many companies are still in the experimentation phase. They’re identifying where AI can add value, refining their data, and learning through trial and error. At IBM, we’ve seen that the most powerful applications come when AI is built on enterprise-wide data, not just isolated silos. That’s when you can move beyond incremental efficiencies and start solving more complex, cross-functional challenges.
We also believe AI will increasingly take on repetitive, lower-value tasks—like sorting through large volumes of documentation—so that people can focus on higher-order thinking and innovation. But this shift won’t happen overnight. It will require iteration, governance,
and a strong commitment to responsible AI practices. We must ensure our models are explainable, our data is trustworthy, and our outcomes are ethical.
Ultimately, I believe AI will become a powerful partner in how we work. It will help us navigate complexity, surface insights faster, and support better decisions. The future of business will be shaped by how well we integrate AI into our workflows by combining cutting-edge technology with a deep understanding how it can serve real human needs.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
One of the philosophies that’s guided me throughout my career is the importance of agile leadership. I was drawn to agile principles early on because they felt natural—human, even. Being clear about what matters most, creating a productive environment, and inspiring people to do their best work is what leadership means to me. I also try to lead with empathy. I believe
WORK CAN BE CHALLENGING, BUT IF YOU STAY OPEN, COLLABORATIVE, AND FOCUSED ON SOLVING PROBLEMS TOGETHER, YOU CAN OVERCOME JUST ABOUT ANYTHING
the best outcomes come when leaders recognize the strengths, experiences, and perspectives of every team member. That diversity of thought is what drives innovation.
My background in sports has also shaped my approach: teamwork, resilience, and a relentless work ethic are values I carry with me every day. And above all, I try to maintain a growth mindset. Work can be challenging, but if you stay open, collaborative, and focused on solving problems together, you can overcome just about anything.
You were recently recognized as one of the 100 Leading Influencers in North America, 2025. Our readers would love to know the secret mantra behind your success.
I was incredibly honored to be included among such an inspiring group of leaders. It’s humbling to be recognized, especially when I know how much I continue to learn every day.
If there’s a mantra behind my journey, it comes down to three things. First, discipline and consistency: showing up every day with focus, energy, and a commitment to doing the work well. Second, vision-driven execution: keeping the big picture in mind while staying grounded in the details that bring it to life. And third, empathetic leadership: listening: supporting others, and creating space for people to thrive. Success is never a solo effort. It’s about building something meaningful together.
Is there a particular person you are grateful for who helped get you to where you are?
Absolutely. I’ve been fortunate to have many people support me throughout my journey, but a few stand out. First, my parents—my mom
and dad—who shaped who I am and instilled in me the values that have guided my career. Whatever success I’ve had, they deserve a great deal of credit.
Professionally, I’m especially grateful to Jim Kavanaugh, IBM’s CFO. I’ve worked with Jim for over two decades in various roles, and he’s had a tremendous influence on my growth. Long before AI became mainstream, Jim had the foresight to invest in integrated data platforms. He believed in the power of data to drive better decisions and had the courage to stay the course, even when we failed in our early attempts. His vision and persistence helped lay the foundation for what we’ve built today. I’ve learned a lot from him, and I carry those lessons with me every day.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, my greatest passion is spending time with my family. Whether it’s working out together, going on trips, or just being present at home, those moments are what keep me grounded. I also have a lifelong love of cars; when I was younger, I used to restore them, and I still enjoy learning about the latest innovations in automotive technology. Fitness is another big part of my life. I try to stay active, and it’s even better when I can do it alongside my wife and kids. And like any proud Connecticut native, I’m a huge UConn basketball fan!
What is your biggest goal? Where do you see yourself in 5 years from now? That’s easy: I’m excited to continue expanding the impact of the work we’re doing at IBM. We’ve laid a strong foundation in how we manage and
THE MORE YOU UNDERSTAND HOW THINGS WORK UNDER THE HOOD, THE MORE EFFECTIVE YOU’LL BE, WHETHER YOU’RE BUILDING SOLUTIONS, LEADING TEAMS, OR SHAPING STRATEGY
use data, and I want to build on that: broadening our reach to drive even greater transformation across the enterprise. In five years, I hope to be in a position where I can influence not just how IBM operates, but how we help our clients and partners navigate their own digital journeys. I’m focused on creating lasting value, fostering innovation, and supporting a culture where data and AI are used responsibly. It’s not about titles, it’s about making a meaningful difference at scale.
What advice would you give to young professionals looking to start a career in technology?
My advice to anyone starting out in technology is simple: don’t be afraid to get technical. The more you understand how things work under the hood, the more effective you’ll be, whether you’re building solutions, leading teams, or shaping strategy. I always encourage people to dive into the details, especially when it comes to emerging areas like generative AI. This is a space that’s evolving rapidly, and those who take the time to understand it deeply will be well-positioned to lead.
But technical skills alone aren’t enough. You also need to understand how businesses operate: how decisions are made, how value is created, and how technology can solve real problems. Learn the language of finance, operations, and customer experience. Ask questions. Stay curious. And never stop learning.
Finally, remember that technology is ultimately about people. The best technologists I know are the ones who listen well, collaborate effectively, and care deeply about the impact of their work. If you can combine technical fluency with empathy and business acumen, you’ll be able to make a real difference—not just in your career, but in the world around you.
Wa n t t o S e l l o r fi n d
I nve s t o rs f o r yo u r
B u s i n e s s ?
Empowering Financial Services through Data and AI Dimple Thakkar
Co-Founder, PradimeAI Advisory and Head of Data, Analytics for AI, ML -CCB, JPMorganChase
Dimple Thakkar is a senior financial services executive with over 25 years of global experience leading transformative innovation across the U.S., EMEA, and APAC regions. She has co-founded an AI start-up PradimeAI Consulting, advising organizations on complex digital transformations encompassing data strategy, analytics, fintech, and enterprise innovation and over the years, has been in several executive roles within Product, Data and Technology including Head of Data Products & Strategy for Machine Learning, Artificial Intelligence, and Operations within Consumer & Community Banking (CCB) at JPMorgan Chase & Co. for the past 5 years.
In her role, Dimple leads a high-performing team of innovators focused on delivering cutting-edge, data-driven solutions that enhance customer experience, optimize operational efficiency, and strengthen risk management. Her leadership has been pivotal in developing and deploying scalable AI and machine learning products that drive strategic outcomes across the firm's retail banking, card, asset, and wealth management portfolios— serving both retail and institutional clients globally. She is passionate about harnessing the power of AI and data to reimagine the customer journey, build future-ready capabilities, and advance the financial services industry toward intelligent, human-centered innovation. Recently, in an exclusive interview with CIO Magazine, Dimple shared insights on her career journey, the evolution of financial services, her approach to leadership, personal hobbies and interests, her favorite quotes, future plans, and much more. The following excerpts are taken from the interview.
Hi Dimple. Can you walk us through your career journey and highlight key milestones that have shaped your expertise in data, AI, and financial services?
My early passion in Financial Services began as a school kid and my interest in numbers and statistics. I was always fond of the ‘how’ aspect , movement of stocks on the Wall Street and that led to my passion for accounting & economics during university years.
My first job was right out of university in Mumbai, India back in 1999-2000 where I led a software website development for a firm- those days were the days of JAVA, and hands-on development using front and back-end programing languages. Three years later, I transitioned into a trading role where I led a team of digital specialists at a major banking and trading institution. In this role, I was instrumental in scaling their wealth management business and enhancing their digital banking presence across the AsiaPacific region.
Since then, my career has spanned over two decades, during which I have witnessed—and contributed to—a profound transformation in the intersection of product, technology, data, and artificial intelligence. I’ve seen the evolution from legacy 'black-and-green screen' systems to cutting-edge solutions that now include robotic advisors, automated portfolio trading, intelligent auto-routing, and instant account opening in retail bankingIt’s been a long journey since then! From 1999 to 2025, I’ve witnessed a large, revolutionary transition within product , technology data and AI and various technologies being modernized with
help of AI- from ‘black and green screen’ programming within banking and wealth management to automation of portfolio trading using ‘robot advisors’ to ‘auto-routing’ and ‘2 min account opening’ within retail banking ; trading , banking and wealth management technologies have come a long way.
The journey from traditional systems to modern AI-driven financial technologies has been both challenging and rewarding. It has solidified my belief in the power of innovation to continually reshape the financial services landscape throughout United States, Europe and Asia-Pacific regions.
What do you love the most about your current role?
All my roles for past 25 years have been in enabling cutting-edge experiences for customers- whether it is retail or high net-worth banking customers ,customers with healthcare or corporate institutions within consulting. My passion for simplifying the most complex technologies to make customer journeys simpler, effective and productive has been the same for past 25 years.
In my current role, what I value most is the unique opportunity to bring together expertise in financial services, data, artificial intelligence (AI), and analytics to drive strategic growth. I am particularly passionate about leveraging these capabilities to not only accelerate customer engagement and value but also to empower our clients through data-driven insights and intelligent decision-making. Being at the forefront of this convergence of technology and business is both professionally rewarding and deeply motivating.
How do you see the landscape of financial services evolving in the next 5 years, and what opportunities or challenges do you foresee for data and AI?
As has been widely acknowledged, artificial intelligence is poised to play a transformative role across all industries.The financial services sector, in particular, has historically been an early adopter of emerging technologies.Over the past 15 years, the industry has undergone significant evolution, most notably through the shift from traditional batch processing systems to cloud-native platforms, especially in the last eight years. In the next 5 years, I foresee data to be at the helm - aka corporations facing challenges to create end to end data movements to solve the most complex customer journeys, combat fraud and governance issues that arise due to data sharing .
The most complex challenges in AI will continue to stem from challenges in not being able to share data effectively and create products to solve complex customer needs.There will be a continued and growing demand for highly skilled professionals who not only understand data deeply but also possess the strategic capabilities to design data-sharing frameworks and build comprehensive, end-to-end AI solutions. These individuals will be critical in harnessing the full potential of data and AI to drive innovation and operational efficiency across the financial services sector.
What principles guide your leadership style, and how do you motivate your teams to drive innovation and transformation?
At the core of my leadership philosophy is a deep belief that that people are paramount
MY PASSION FOR SIMPLIFYING THE MOST COMPLEX TECHNOLOGIES TO MAKE CUSTOMER JOURNEYS SIMPLER, EFFECTIVE AND PRODUCTIVE HAS BEEN THE SAME FOR PAST 25 YEARS
WITH MY CONTRIBUTIONS TO EDUCATION WITH GRADUATE BUSINESS SCHOOLS AND NON-FOR-PROFIT COMMUNITIES
I’VE CREATED, I PLAN TO HELP PROFESSIONALS
EXCEL IN THE FIELD OF DATA ACROSS VARIOUS INDUSTRIES
to the success of any organization or a leader! My leadership style is grounded in simplicity, approachability, and a commitment to open communication. I strongly advocate for an 'open-door' policy, encouraging transparent dialogue and continuous feedback at all levels.
Effective leadership, in my view, requires a thoughtful balance between strategic objectives and the personal and professional aspirations of team members. I place great emphasis on fostering an environment where communication is both open and balanced, ensuring that voices across all levels of the organization are heard and valued.
Striving towards a common goal is also a key for me and its important to have the larger goal in mind- that is- to create leaders within the corporate workforce. Empowering individuals, providing them with purpose, and recognizing their potential are central to sustaining a culture of innovation and continuous growth.
What skills or qualities do you look for when building a team, and how do you develop talent in the field of data and AI?
Since the last few years, it has been easier to procure product or technology-specific talent but harder to get professionals who understand the power of ‘end to end’ implementations. The key for me has been to interview , mentor and grow professionals to utilize their talent in technical fieldswhether data , analytics or cloud technologies to enable the end goal of simplifying a product journey for customers. When building a team, I prioritize individuals who can not only apply their technical knowledge in areas such as data, analytics,
or cloud technologies, but who also have the ability to think holistically about how those technologies contribute to simplifying and enhancing the customer journey.
In the domain of AI, while there is a growing pool of talent in data science and research, it remains a challenge to find professionals who can effectively translate technical capabilities into meaningful, customer-focused outcomes. Developing such talent requires ongoing mentorship and guidance. I have consistently invested time in mentoring professionals across the industry to help them cultivate not just technical acumen, but also the strategic thinking and contextual awareness needed to become impactful leaders. My goal is to empower individuals to bridge the gap between datadriven innovation and practical application— making them uniquely positioned to lead in this evolving field.
Congratulations on being recognized as one of the Global Data Power Women 2025. Our readers would love to know the secret mantra behind your success. Thank you for the appreciation and mention!
What is your favorite quote?
There have been several throughout the years but in recent years, here are a few of my favorites:
Satya Nadella - Hit refresh- Empowering others to achieve more requires the ability to see the connections others don’t.”
Simon Sinek- Leaders Eat Last-“Leadership isn’t about being in charge — it’s about taking care of those in your charge.”
Is there a particular person you are grateful for who helped get you to where you are?
There have been several executives from past 25 years, but I would consider my early-age career executives from trading - both on the stock Exchange in Mumbai, India and Wall Street, in New York are the ones who helped shape my goals and led me to be who I am today.
What are some of your passions outside of work? What do you like to do in your time off?
In my spare time, you will see me developing and using AI for fashion design, organizing community events, OR spending time with my high schooler in helping him solve Physics or Calculus problems.
What are your goals and aspirations for the next phase of your career, and how do you see yourself contributing to the field of data and AI in financial services?
I plan to continue being a Chief Data, Analytics Officer and taking Data teams forward , mentoring women and young professionals in financial services . I also aspire to continue taking my data and AI start-up forward by helping corporations solve the most complex data challenges and monetize data products. With my contributions to education with Graduate Business Schools and non-for-profit communities I’ve created, I plan to help professionals excel in the field of data across various industries.
My ‘mantra’ in life is to keep learning! After retirement, you may probably find me in my ‘Nextgen’ fashion boutique that utilizes AI and latest technologies to transform the fashion industry geared towards personalized clothing!
Subhash Chandra Jose
CIO, European Bank for Reconstruction & Development
Transforming Banking with Purpose-Driven Technology
Subhash Chandra Jose joined the European Bank for Reconstruction and Development (EBRD) as Managing Director, Information Technology in September 2023. He previously held senior IT leadership roles at ING Italy, where he led technology transformations across Europe and Asia, modernising legacy systems into cloud-based digital platforms. Prior to this, he headed core product development at Tata Consultancy Services, supporting major banks worldwide with core banking and payments transformations. Subhash has a strong background in enterprise technology and digital innovation and holds a B.Tech in Computer Science and Engineering from the Rajiv Gandhi Institute of Technology.
Recently, in an exclusive interview with CIO Magazine, Subhash shared insights into his career journey, the future of banking and the role of technology in shaping the industry. He also shared his personal philosophy of servant leadership, inspired by his father, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Subhash. What drives your passion for technology and innovation in the banking industry?
What drives me is the opportunity to create meaningful impact through technology. At the European Bank for Reconstruction and Development (EBRD), we are not just digitising, we are transforming the way a multilateral development bank operates. That is challenging
but invigorating – it’s an opportunity to build unique, purposeful solutions that align with the EBRD’s mission to change lives across our countries of operation. The sweet spot for me is where purpose, people and technology intersect. At the EBRD, we are in a very rare position to deliver real and lasting positive impact through our daily work. It’s a place where real change happens and that energises me every day.
What do you love the most about your current role?
The ability to help shape the future of a purposedriven organisation. The EBRD’s mission is very important to me, and being able to align technology with that mission is incredibly fulfilling. I am especially proud to lead a team that is redefining what it means to be a technology
function. We call ourselves the ‘Tech Team’, not ‘IT,’ because we are not just a support function. We are a strategic partner. We are building platforms, deploying bespoke AI solutions, and delivering digital tools that empower our colleagues to change lives across the world. It’s incredibly fulfilling to be part of a team that is so deeply aligned with the Bank’s mission.
Can you share your thoughts on the future of banking and the role of technology in shaping the industry?
THANKS TO AI AND CLOUD TECHNOLOGIES, DIGITALISATION IS NO LONGER A 20-YEAR JOURNEY. IT’S ACHIEVABLE
Without a doubt, the future of banking is digital. At the EBRD, our TechBlueprint vision is to achieve 100% digitalisation of all banking processes, both externally (for our clients) and internally facing (for our internal processes). Thanks to AI and cloud technologies, digitalisation is no longer a 20-year journey. It’s achievable within 5. The question is no longer ‘if’ but ‘when’. We are well on our way, on a path with a clear roadmap and the right capabilities in place.
How do you see the role of the Chief Information Officer evolving in the next few years, and what skills will be most in demand?
The CIO role is transitioning from operational oversight to strategic leadership. It’s becoming more about shaping business outcomes, not just managing systems. In my opinion, the most critical skills will be architectural thinking, agile collaboration, and a relentless focus on value creation. At the EBRD, we have embedded these principles into our culture through our TechBlueprint strategy. We are repositioning the role of technology – moving from just solving problems to helping to build the future.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
One philosophy that I live by is the Broken Windows theory. Originally a criminology concept, It’s the idea that if you take care of the small things, like fixing a broken window, you prevent bigger problems from developing. I apply this to technology: when we focus on getting the basics right, like making sure the Wi-Fi is reliable or laptops are performing smoothly, we create a strong foundation of trust and stability. That attention to detail builds confidence across the organisation and enables us to deliver transformation from the ground up. It’s a reminder that even the most ambitious strategies rely on getting the simple things right.
Is there a particular person you are grateful for who helped get you to where you are?
In so many ways, I am deeply grateful to my father. His career as a politician in India taught me the values of humility, purpose, and servant leadership. His words and wisdom guide me each day.
What are some of your passions outside of work? What do you like to do in your time off?
I am deeply passionate about learning, especially when it comes to emerging technologies like artificial intelligence. I also enjoy mentoring and sharing knowledge, and I have worked to build a strong learning and upskilling culture within the Tech Team. Outside of work, spending meaningful time with my wife and children is incredibly important to me. Family helps to
NEVER STOP LEARNING, EMBRACE CHANGE, AND DON’T BE AFRAID TO FAIL ON YOUR FIRST ATTEMPT, JUST MAKE SURE YOU LEARN FROM THE EXPERIENCE
keep me grounded. It reminds me why the work we do matters, not just in terms of systems and strategy but in the lives we touch and the futures that we help to shape.
What is your favourite quote?
“The one who wants to be the leader should be the servant of others.” It’s a quote from my father, something he said to me when I won a student election, and it has stayed with me ever since. It continues to shape how I lead the Tech Team and how I support the broader mission of the EBRD. For me, leadership is about service. It’s about being present, listening, and doing the work that is needed to help others succeed.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to see the EBRD become a fully digital bank – agile, data-driven and client-centric. We have already laid a strong foundation with our hybrid cloud/data centre model and our Microsoft Fabric end-to-end analytics and data platform. Over the next five years, we will continue to deliver on our 2030 vision, with what we call QBPs (quarterly business plans) and a clear investment strategy. Personally, I want to keep building platforms
that democratise innovation and strengthen our colleagues’ ability to deliver impact.
What advice would you give to young professionals looking to break into the technology industry?
Always be curious. Be resilient. Lead with purpose. Technology can be a powerful tool, but its true value lies in how it serves people. Never stop learning, embrace change, and don’t be afraid to fail on your first attempt, just make sure you learn from the experience. Surround yourself with mentors and never lose sight of your North Star.
Your North Star is your guiding purpose. It is the vision that keeps you grounded and focused when things get complex or uncertain. For me, that North Star has always been about using technology to create meaningful impact – whether that’s improving the experience of a colleague, enabling a business outcome, or helping the Bank to deliver on its mission across continents. When you’re clear on your North Star, it becomes easier to make decisions, stay motivated, and bring others along with you. In a fast-moving industry like technology, that clarity of purpose is your greatest asset.
Driving Innovation and Making a Meaningful Impact in the IT industry
Ana Roldan
AVP,
Chief Technology Officer, Nova Southeastern University
Ana Roldan is a business-driven Information Technology executive with over 30 years of experience leading enterprise-scale initiatives across the healthcare and higher education sectors. As Assistant Vice President and Chief Technology Officer, Ana brings a unique blend of strategic vision, technical depth, and operational excellence to every role she undertakes. Ana is recognized for her ability to architect and scale hyperautomation programs that drive measurable business outcomes. Her expertise spans Artificial Intelligence (AI), Information Security (IS), and regulatory compliance, including FERPA, HIPAA, HITECH, and PCI. She is deeply committed to embedding robust policies and controls into technology ecosystems, ensuring both innovation and governance go hand in hand.
In her leadership role, Ana sets the strategic direction for technology adoption and transformation. She oversees the development and implementation of enterprise-wide IT initiatives, leads system and quality assurance processes, and champions a culture of continuous improvement. Ana is also a passionate mentor, known for cultivating high-performing teams and empowering future technology leaders. Her approach to transformation is holistic—integrating technology, organizational design, cultural alignment, and change management to deliver sustainable impact. Ana’s work is guided by a strong belief in collaboration, transparency, and the power of technology to improve lives and business outcomes.
Recently, in an exclusive interview with CIO Magazine, Ana shared insights into her passion for technology and leadership. She emphasized the importance of lifelong learning, collaboration, and transparency in her career, while also highlighting her love for mentoring and developing highperforming teams, and much more. The following excerpts are taken from the interview.
Hi Ana. What drives your passion for technology and leadership in the IT industry?
My passion for technology and leadership in the IT industry is driven by the endless possibilities for innovation and the profound impact technology can have on improving lives and businesses. I’m inspired by the challenge of solving complex problems and the opportunity to lead teams in creating solutions that drive progress and efficiency.
What do you love the most about your current role?
What I love most about my current role as Assistant Vice President & Chief Technology Officer is the ability to influence and drive strategic initiatives that align with our company’s vision. I enjoy collaborating
with talented individuals across various departments and seeing the tangible results of our collective efforts in enhancing our technological capabilities and delivering value to our customers. Additionally, I find great fulfillment in leading my staff, fostering a supportive and innovative environment where each team member can thrive. Guiding and mentoring my team not only helps in achieving our goals but also in nurturing their professional growth and development.
How do you see AI and automation changing the nature of work in the IT industry, and how can leaders prepare for these changes?
AI and automation are transforming the IT industry by streamlining processes, enhancing decision-making, and enabling more efficient
AI AND AUTOMATION ARE TRANSFORMING THE IT INDUSTRY BY STREAMLINING PROCESSES, ENHANCING DECISION-MAKING, AND ENABLING MORE EFFICIENT RESOURCE MANAGEMENT
resource management. I believe leaders can prepare for these changes by fostering a culture of continuous learning, investing in upskilling their teams, and staying abreast of technological advancements. Embracing these technologies can lead to more innovative solutions and improved operational efficiency.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
One of my core philosophies is the belief in lifelong learning and adaptability. I’ve always embraced new challenges and sought opportunities to expand my knowledge and skills. This mindset has allowed me to stay relevant in a rapidly evolving industry and to lead by example. I also value collaboration and transparency, which have been instrumental in building trust and fostering a positive work environment.
What role has mentorship played in your career development, and how have you mentored others?
Mentorship has played a significant role in my career development. I’ve been fortunate to have mentors who provided guidance, support, and valuable insights that helped shape my career path and decision-making. In turn, I’ve made it a priority to mentor others by sharing my experiences, offering advice, and encouraging their growth and development.
What is your favorite quote?
One of my favorite quotes is by Steve Jobs: “The only way to do great work is to
love what you do.” This quote resonates deeply with me because it emphasizes the importance of passion and dedication in achieving excellence.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I’m passionate about traveling and exploring new cultures. I also enjoy reading—especially books on technology and leadership—and spending quality time with my family and friends. These activities help me recharge and gain new perspectives.
What is your biggest goal? Where do you see yourself in 5 years from now? My biggest goal is to continue driving innovation and making a meaningful impact in the IT industry. Over the next five years, I see myself taking on more strategic leadership roles, contributing to the growth and success of my organization, and mentoring the next generation of IT leaders.
What advice would you give to aspiring IT leaders looking to make a meaningful impact?
My advice to aspiring IT leaders is to stay curious, embrace change, and never stop learning. Build strong relationships, seek mentorship, and be open to new ideas and perspectives. Focus on developing both technical and soft skills, and always lead with integrity and empathy. Making a meaningful impact requires a combination of vision, resilience, and the ability to inspire and empower others.
TRANSFORMING AN OPERATOR TO AN ORCHESTRATOR
Prashanth Bhushan
Vice President of Connective Industry, Hitachi
Prashanth Bhushan is a distinguished thought leader in Engineering and the Internet of Things (IoT), with over 25 years of experience driving innovation and transformation across global industries. He currently serves as Vice President of Connective Industry at Hitachi America, where he leads strategic growth initiatives across North America, focusing on digital convergence and industrial modernization. Throughout his career, Prashanth has held pivotal leadership roles, including Assistant Vice President of IoT Business at Cognizant, and has made impactful contributions at Symphony Teleca and Sasken Technologies. His work spans a broad spectrum of industries—Telecom, Technology, Utilities, Energy, and Consumer Packaged Goods— where he has delivered strategic insights and solutions in areas such as 5G network modernization, Enterprise IoT, Industry 4.0, and grid modernization. Prashanth is a expert speaker at industry forums and a regular contributor to thought leadership publications. Establishing the Critical Role of Humans in an AI-Centric Environment
With AI becoming more ubiquitous—at the edge, in the cloud, and all around us—the industry is rushing into a mode of hyper automation, connecting and automating everything, perhaps leading to redefined terminology. Software Defined is now AI Defined, and Standalone Network is evolving into the Network of Everything.
But is this the complete picture? While the future of these technologies promises to connect everything and operate autonomously in an intelligent manner, we humans need to ensure we remain central to these systems. Whether operator, technician, welder or designer—we represent the Real Intelligence.
As clearly articulated in a 2022 Forbes article¹, Industry 5.0, while still relatively new, has been defined by the European Commission as placing the worker at the core of the production process, leveraging technologies while maintaining necessary boundaries.
Keeping the Human in the Digital
It’s easy to lose sight of the intricacies when building complex systems and their supporting infrastructure. We must deliberately keep humans at the center of systems and processes so we don’t lose control of the true purpose behind creating such dense and interconnected ecosystems in the first place.
A 2017 article by Bernard Marr² argued that the original purpose of building AI was to manage the 4Ds: Dangerous tasks, Dull activities, Dirty (or hazardous) materials and Difficult (massive data processing) tasks. However, we’ve now expanded far beyond these initial applications, developing
use cases that leverage AI in increasingly sophisticated ways.
A purpose-built System of Systems is how an enterprise can leverage the best of AI while keeping humans central to the entire process. This requires thoughtful implementation and design.
A Three-Pronged Approach
In my view, safeguarding our primary objective—keeping humans at the center of AI and automation—requires a threepronged approach:
1. Process Simplification
Existing processes should be simplified to achieve better end-user experience while avoiding elimination and fully autonomous systems that result in loss of control. These processes span multiple areas including task management, training, knowledge management, review processes and documentation/approvals.
2. Cognitive Augmentation
Note the key word here: augmentation. Decision-making abilities should be enhanced with powerful real-time data analysis and supported by simple bots to navigate multiple systems. While tools may vary, the end result ensures that situational awareness and contextual understanding remain with humans, not machines.
For example, a Field Technician in utilities or telecommunications can be armed with the right dashboards, data analysis tools and backend support to fix network issues in real-time while maintaining human judgment.
3. Physical Collaboration
Assistant robots, AR-powered headgear and wearables, and other augmented equipment
DECISION-MAKING ABILITIES SHOULD BE ENHANCED WITH POWERFUL REAL-TIME DATA ANALYSIS AND SUPPORTED BY SIMPLE BOTS TO NAVIGATE MULTIPLE SYSTEMS
can work alongside humans, aiding in information retrieval or handling hazardous situations (such as using exoskeletons). These technologies complement rather than replace human capabilities.
To conclude, this journey and the debates around AI integration have only just begun. Recent legislative actions, such as the defeat of proposed AI moratoriums at state levels, demonstrate how divided our society remains regarding AI implementation. Ethical governance
of systems and usage, bias management, and accountability need to be established uniformly at all levels.
In this context, profits cannot come before purpose. We humans must ensure that the Operator transforms into an Orchestrator within the enterprise, rather than eliminating the function altogether. By maintaining this humancentered approach, we can harness AI's benefits while preserving the irreplaceable value of human insight, creativity and judgment.
Accelerating Impact through Innovation Pravjit Tiwana
SVP & GM- Cloud Storage and Services Business Unit, NetApp
Pravjit Tiwana is a product and technology executive with over 24 years of experience building and scaling global cloud, AI, storage, and SaaS platforms. He’s led multi-billion-dollar P&Ls across hyperscaler-native services and enterprise ecosystems. Pravjit spent 15 years at AWS and Microsoft launching 0-to-100 products like Office 365, OneDrive, CloudFront, and Edge services and served as CTO & CEO at Gemini APAC, driving company-wide transformation. He is currently Senior Vice President and General Manager, Cloud Storage at NetApp, leading global cloud storage and services across AWS, Azure, and Google Cloud. Known for customer obsession, product instinct, and operational excellence, Pravjit is passionate about scaling teams and platforms with speed and simplicity. He is also a marathon runner, cyclist, and avid golfer.
Recently, in an exclusive interview with CIO Magazine, Pravjit shared insights into his career journey, leadership approach, and vision for the future of technology. He also shared his personal passions, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Pravjit. Can you walk us through your career journey and highlight key milestones that have shaped your expertise?
My career has been a journey of continuous learning and reinvention. I began with a degree in Civil & Environmental Engineering, followed by an MBA. While in business school, I met my wife—who had a computer science background— and she sparked my interest in programming and taught me programming. Thanks to her, I was first exposed to object-oriented programming and multi-tier architecture.
After a brief stint in a management role, my passion for software development led me to build and sell my first Web 1.0 application suite during the dotcom era in India. In 2001, we moved to Seattle, where I joined a Boeing Flight Safety backed startup as a software engineer and grew through the ranks.
My time at Microsoft was pivotal—I spent eight years there, deepening my expertise in distributed systems, large-scale SaaS, and cloud platforms as a founding member of services like Live Storage, OneDrive, Live Mesh, and Exchange Online (Office 365).
At Disney, I stepped into executive leadership, overseeing global infrastructure and hosting at scale. I then joined AWS, where I led both SaaS and IaaS businesses. The first few years were focused on 0–1 SaaS productivity services, followed by leadership of Amazon CloudFront, Data Transfer, and Lambda@Edge. My time at AWS deeply shaped my thinking on ownership, scale, and customer obsession.
I later served as CTO and CEO for Asia Pacific at Gemini, launching a wide range of FinTech products and gaining my first exposure to trading systems and global financial operations.
Today, I lead NetApp’s global cloud portfolio, spanning first-party services like ANF, FSx for ONTAP, and GCNV, our thirdparty Cloud Volumes ONTAP platform, and our open-source infrastructure business (Instaclustr). I am uniquely positioned as my team and I build and operate first party cloud storage and AI integrations into all three major hyperscalers – AWS, Azure, and Google Cloud. I do think this is an exceptional position offering true multi-cloud product and engineering exposure.
WE’RE
BUILDING
THE
FOUNDATIONAL INFRASTRUCTURE
FOR THE NEXT ERA—WHERE AI, CLOUD, AND DATA COME TOGETHER TO REINVENT HOW BUSINESSES OPERATE AND INNOVATE
What do you love the most about your current role?
What excites me most about my role at NetApp is the opportunity to help shape the future. We’re building the foundational infrastructure for the next era—where AI, cloud, and data come together to reinvent how businesses operate and innovate.
Three things make this journey at NetApp incredibly meaningful:
First, AI is transforming every industry, and data is its most critical fuel. With so much of the
world’s enterprise data on NetApp, we’re in the rare position to power this transformation. We’re not just enabling AI workloads, we’re helping define how data is activated, secured, and scaled for intelligence.
Second, we’re building true multicloud innovation. I have the privilege of leading firstparty services across all three hyperscalers— AWS, Azure, and Google Cloud. This gives us deep insight into their engineering stacks and lets us co-create future-ready solutions that span storage, AI platforms, and developer
ecosystems. We’re helping customers build without boundaries.
Third, through our open-source infrastructure business, we’re empowering the next generation of builders. I’ve always believed that open source unlocks innovation at scale—by making cutting-edge technology accessible, flexible, and community-driven.
What ties it all together is the culture—our teams are relentlessly curious, future-facing, and customer-obsessed. It’s that collective energy that makes every day feel like we’re building something that genuinely moves the world forward.
What role do you think AI and machine learning will play in shaping the future of technology?
Machine learning has been around for a while— we’ve seen its value in recommendations, predictions, and automation for years. But what’s happening now with AI, especially generative AI, is fundamentally different. The pace of change has accelerated dramatically, and it’s starting to reshape how we build, run, and interact with technology.
We’re entering a world where infrastructure is becoming intelligent, software development is being reimagined, and data is no longer passive—it’s dynamic and central to real-time decision-making. AI is moving up the stack and across domains faster than most of us expected.
That doesn’t mean software engineering is going away. In fact, it’s evolving. AI is changing how we write code, how we test, how we deploy— but it’s also raising the bar on system design, architecture, and product thinking. Engineers won’t be replaced—they’ll be augmented. The ones who thrive will be those who know how to
AI IS CHANGING HOW WE WRITE CODE, HOW WE TEST, HOW WE DEPLOY—BUT IT’S ALSO RAISING THE BAR ON SYSTEM DESIGN, ARCHITECTURE, AND PRODUCT THINKING. ENGINEERS WON’T BE REPLACED—THEY’LL
BE AUGMENTED
work alongside AI to build smarter, faster, and with more impact.
What invigorates me is not just the technology—it’s the opportunity to reimagine how things get built. We need to stay focused on solving real problems, keeping humans in the loop, and using AI to amplify what’s possible— not just automate what exists.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
One idea that has guided me throughout my career is this: make things simple and then scale that simplicity. In tech, it’s easy to make things complex — but real impact comes from making
things clear and focused. Whether it’s a product, a plan, or a process, if it’s not simple, it won’t scale. Simplicity brings speed, helps people stay aligned, and makes it easier to deliver value to customers. It’s not about removing depth — it’s about cutting through the noise and staying focused on what truly matters.
I try to bring this thinking into everything I do — whether I’m leading teams, growing a business, or launching something new. I focus on reducing confusion, creating clear goals, and building ways of working that people can rally around. As a leader, I believe it’s my job to make things easier to understand, not harder. When people know the purpose behind their work, they move faster and build better. And in my experience, simple ideas — backed by strong execution — scale better and last longer than anything complex ever could.
How
do you approach leadership and building high-performing teams?
My approach to leadership and building highperforming teams centers around four cultural pillars that I consistently focus on—whether I’m starting from scratch or inheriting an existing organization. These aren’t just tactics—they’re foundational behaviors that shape how teams operate, grow, and deliver.
Foster a culture of urgency: I strongly believe that time-to-value is the most important metric in innovation—how quickly an idea translates into meaningful value for the customer. Speed is what enables learning, adaptation, and momentum. Teams that move fast get more chances to experiment, improve, and win. When roadmaps stretch into years without near-term impact, it’s often a sign that customer
obsession is missing. High-performing teams move with purpose—and urgency.
Build a culture of learning: High-performing teams are learning organizations at their core. If a team isn’t asking questions, giving feedback, or embracing new ideas, it’s a signal that growth has stalled. I try to model and encourage a beginner’s mindset—where humility fuels curiosity, and curiosity drives progress. Without learning, there’s no growth. Without growth, relevance fades quickly.
Create clarity by focusing on the “what” and “why.”: Execution only matters if you’re headed in the right direction. I encourage teams to constantly pressure-test their purpose: What are we building? Why does it matter? Does it align with customer needs, market dynamics, and where the technology is heading? Staying grounded in the “what” and “why” prevents wasted motion and makes the “how” much more effective.
Instil deep ownership: To me, true leadership is rooted in ownership. The best teams don’t just escalate problems—they solve them. They act on behalf of the customer and the company, not just their own function. They stay reliable,
WHEN ROADMAPS STRETCH INTO YEARS WITHOUT NEAR-TERM IMPACT, IT’S OFTEN A SIGN THAT CUSTOMER OBSESSION IS MISSING. HIGH-PERFORMING TEAMS MOVE WITH PURPOSE—AND URGENCY
take accountability for outcomes, and never let success be someone else’s job. Ownership builds trust, and trust builds high performance.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve been fortunate to learn from every manager and colleague I’ve worked with—each one helped shape how I think about leadership, growth, and resilience. I’m especially grateful to my wife—not only did she introduce me to programming early on, but she’s been a constant source of wisdom, balance, and perspective throughout my journey.
I also draw a lot of strength from my Sikhism faith. The values I grew up with—humility, service, perseverance, and equality—have quietly but deeply influenced how I lead. They’ve taught me to stay grounded, to lead with empathy, and to focus on lifting others as I grow.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I enjoy spending quality time with my family and our adorable dog Goldendoodle, Nemo. I’m an avid golfer, longdistance runner, and a regular on the Peloton.
I have a deep passion for travel and hiking— exploring new places and trails is my way of recharging. I also value time with close friends; meaningful conversations and shared experiences keep me grounded and inspired.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal isn’t tied to a specific title—it’s about impact. I want to continue accelerating
innovation that makes a real difference in the world, especially at the intersection of cloud, AI, and data. I’m driven by the idea that technology, when applied thoughtfully, can solve meaningful problems and make people’s lives better.
Over the next five years, I hope to keep growing—as a leader, as a builder, and as a human. That means working with great teams, staying close to customers, and learning constantly. I also hope to spend more time nurturing the parts of life that keep me grounded—family, nature, and simplicity.
Longer-term, I’d love to get more involved in farming. It’s something I’ve always been drawn to—it connects you back to the earth, to patience, and to purpose. I see it as my postcareer passion, and maybe one of the most human things I can do after decades in tech.
What advice would you give to aspiring technology leaders looking to break into the industry?
Enjoy the journey—it’s a marathon, not a sprint. Don’t define success by how big your team is or how many people report to you. Focus on the impact you’re making on the business, on customers, and on the people around you.
Stay curious, stay humble, and keep learning. It’s easy to get caught up in execution and career ladders, but don’t let that come at the cost of your own growth or the joy of building.
And most importantly—don’t get so busy working in your career that you forget to live your life. The best leaders I know are the ones who stay grounded, who make space for family, friends, and moments that recharge them. That’s what gives you perspective— and staying power.
Phila Msizazwe
CIO, Automobile Association of South Africa
Transforming Technology for Human Impact
Phila Msizazwe is the Chief Information Officer at the Automobile Association of South Africa, where he leads digital transformation with a focus on impact, service, and innovation. With nearly two decades of experience across IT operations, consulting, and leadership, Phila brings a people-centred approach to technology. His expertise spans infrastructure, systems design, data, and strategic enablement. He’s passionate about mentoring future leaders and using technology to solve real-world challenges. Outside the office, Phila is grounded in family and community, with a heart for service and a love for road trips that connect him to the landscapes and people of South Africa.
Recently, in an exclusive interview with CIO Magazine, Phila shared insights on technology leadership and innovation. He also discussed the future of IT, citing convergence of data, automation and customer experience, and stressed the evolving role of CIOs towards business leadership, requiring skills like emotional intelligence and commercial awareness. The following excerpts are taken from the interview.
Hi Phila. What drives your passion for technology leadership and innovation in the IT industry?
For me, it’s always been about impact. I’m driven by the idea that technology should serve people not the other way around. Over the years, I’ve seen how the right solution can remove friction, unlock value, and even change how an organisation sees itself. Leadership in IT gives me the space to shape that outcome. It’s not just about keeping systems running; it’s about working with people, understanding their needs, and finding the best way to meet them with tech that works. That intersection
of empathy, strategy, and innovation is what keeps me engaged.
What do you love the most about your current role?
What I enjoy most about my role is being able to align technology with AA’s purpose. It’s not just about systems or tools, it’s about making sure our digital efforts help us serve South Africans better, wherever they are on their journey. I value the opportunity to shape strategy, foster collaboration across teams, and turn business needs into solutions that genuinely make a difference.
IT WILL BE LESS ABOUT MANAGING
INFRASTRUCTURE
AND MORE ABOUT ENABLING INTELLIGENCE, MAKING SURE THE BUSINESS CAN RESPOND IN REAL TIME, BACKED BY
DATA THAT’S RELIABLE AND ACTIONABLE
How do you see the field of IT evolving in the next 5–10 years, and what opportunities or challenges do you foresee?
We’re going to see even more convergence between data, automation, and customer experience. IT will be less about managing infrastructure and more about enabling intelligence, making sure the business can respond in real time, backed by data that’s reliable and actionable. AI, especially, is going to shift the landscape in terms of both speed and scale. But with those opportunities come challenges around ethics, governance, and skills readiness. The organisations that thrive will be the ones that can keep pace with change while staying grounded in value and trust.
How do you see the role of the CIO evolving in the future, and what skills or qualities do you think will be most important for CIOs to possess?
The role of the CIO is becoming more focused on business leadership than technical oversight. That shift is only going to grow. It’s no longer enough to be the person who understands the systems, you have to understand the business, the people, and the outcomes that matter. Skills like emotional intelligence, collaboration across departments, and commercial awareness are just as critical as technical expertise. The real value of a CIO lies in being able to connect all those elements and contribute meaningfully to strategic decisions, not just from the IT perspective, but from a broader organisational point of view.
What role has mentorship played in your career development, and how have you mentored others?
Mentorship has been a game changer in my career. I’ve had people who saw potential in
MENTORSHIP HAS BEEN A GAME CHANGER IN MY CAREER. I’VE HAD PEOPLE WHO SAW POTENTIAL IN ME, CHALLENGED ME TO GROW, AND SHARED THEIR OWN LESSONS WITH HONESTY
me, challenged me to grow, and shared their own lessons with honesty. That support helped me navigate tough moments with confidence. Now I try to pay that forward, formally and informally. I believe in being present, listening actively, and helping others see what they’re capable of. It’s about building trust, creating safe spaces to ask questions, and walking alongside someone until they’re ready to lead.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I really value time with my kids, that’s my reset. I’m also into cycling and motorsport, especially Formula One (Team LH44 all the way). To be honest, anything on wheels grabs my attention. I try squeeze in a ride or catch a race whenever I can. Football’s also on the list (COYB) These things help me switch off, stay grounded, and just enjoy the moment.
What is your favourite quote?
One quote that’s stuck with me is: “Leadership is not about being in charge. It’s about taking
care of those in your charge.” It reminds me that the real work of leadership is service.
What is your biggest goal? Where do you see yourself in 5 years from now?
In five years, I hope to be making an even broader impact—still in a role that’s rooted in purpose, but with a wider reach across the mobility or tech sectors. I want to keep growing as a leader, mentoring others, and shaping how technology is used to improve people’s lives. If I can look back and say I helped people grow, helped an organisation evolve, and left things better than I found them, that’ll be a win.
What advice would you give to aspiring IT leaders looking to make a meaningful impact in their organisations?
Start by understanding the business. Technology means nothing without context. Be curious, ask questions, and learn to speak the language of your stakeholders. Don’t chase titles— focus on influence and impact. Build strong relationships, listen well, and make space for others to succeed. And stay grounded. Tech will keep changing, but people will always be at the centre of what we do.
