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THE HUMAN SIDE OF DIGITAL LEADERSHIP
Ever wonder how the role of the CIO went from fixing servers to shaping the future of business? Not too long ago, the "IT guy" (or gal) was the person you called when your email wouldn’t load or the printer jammed for the third time that morning. Today? That same person might be leading your company’s most ambitious innovation strategy—or steering the ship through a digital transformation storm.
The role of the CIO has changed. Drastically. And if you're in the thick of it, you know exactly what that feels like. In 2025, CIOs are doing more than ever—and with fewer resources. Budgets are tight. Tech talent is hard to find. And the pressure to innovate, stay secure, go green, and keep everything running smoothly? Relentless. But despite the challenges, this is also a moment filled with opportunity.
AI and machine learning aren’t “emerging trends” anymore. They’re baked into the daily operations of forward-thinking companies. Cloud-first strategies, hybrid environments, and edge computing? That’s the new normal. And cybersecurity? It’s no longer just an IT issue—it’s a headline risk that keeps board members awake at night.
But here’s the thing that often gets overlooked: being a CIO today isn’t just about the tech. It’s about the people. With teams working across time zones, navigating hybrid models, and adjusting to constant change, CIOs are now leaders of culture as much as code. They’re expected to be empathetic, resilient, and inclusive—all while guiding their organizations toward the next big thing.
In this issue of CIO Magazine, we explore what it really takes to lead in this new era. Our cover story shines the spotlight on Zeljko Ivkovic, CIO of ISS A/S, whose career journey reads like a masterclass in strategic IT leadership. From driving high-stakes SAP transformations to aligning tech across continents, Zeljko offers an honest and insightful look at what it means to lead through complexity—with clarity and purpose.
You’ll also find fresh perspectives from global tech leaders, practical insights on building digital resilience, and thought-provoking features on how generative AI is reshaping enterprise workflows. No fluff, no filler—just real stories and strategies from those in the trenches. Let’s keep this conversation going. Tell us what resonates with you. Join us on social. And most of all—keep leading with heart.
Enjoy Reading.
Sarath Shyam
Virag Thakkar
CISO, Thai Union Group PCL
Mentoring the Next Generation of Cybersecurity Professionals
TECH TALKS
Alex Ustaris
CTO, PHINMA Education Empowering Underserved Communities through Education and Technology
Want to Sell or find Investor for your Business?
ZELJKO IVKOVIC
Leveraging Technology for Business Excellence
Zeljko Ivkovic is a seasoned IT executive with extensive experience in APAC, currently serving as Regional CIO at a leading facility management company. With a strong background in IT strategy, M&A, and SAP migrations from his time at BOSCH, he has successfully led digital transformations across diverse industries. Holding an MBA from Fudan University and a Computer Science degree from the University of Applied Sciences Karlsruhe, Zeljko is passionate about driving innovation and business growth through technology.
Recently, in an exclusive interview with CIO Magazine, Zeljko shared his professional trajectory, insights on the biggest opportunities and challenges facing CIOs in tech over the next 5-10 years, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Zeljko. How did you first become interested in technology and what propelled you into it?
From an early age, I was always fascinated by computers and machines. I remember being around 10 or 11, and my dad, who never saw the need for a computer wouldn’t invest in one, even though all my friends had one. Determined, I spent time at a nearby computer shop, experimenting with games and trying to teach myself coding using BASIC from books. I started on a Schneider CPC and later transitioned to Amiga computers when the mouse became a thing, yes, I’m from that generation! The real turning point came when I was around 20, and I finally saved enough from my side jobs to buy my first computer. That was the moment I knew technology was my path.
What do you love the most about your current role?
What I love most about my current role is that it’s in a new industry, which brings fresh challenges. It provides me with a unique perspective,
different from the ones I’ve encountered in my previous roles. I lead a fantastic team across seven countries, and I work with amazing peers globally. My boss, Liz Bension, is also very supportive, which helps us align efforts seamlessly across the region and countries. In tech, we’re involved in the entire endto-end value chain, from clients to internal stakeholders, and it’s incredibly fulfilling to see how technology can drive business success. But ultimately, it’s the people I work with that truly make it rewarding.
What do you see as the biggest opportunities and challenges facing CIOs in tech over the next 5-10 years, and how do you think the role of the CIO will evolve in response?
The rapid pace of technological evolution is one of the biggest opportunities and challenges for CIOs. AI and automation are two areas that are getting a lot of attention. While there’s great potential, many expect immediate outcomes because so much is
As a CIO, I prioritize my time by aligning IT initiatives with the overall business goals, which ensures we’re working on the most impactful projects
being marketed about these technologies. This creates a high level of pressure. Data-driven decision-making is another opportunity, but it comes with the challenge of ensuring the quality of data, which many industries, especially traditional ones, struggle to maintain. Cybersecurity will also remain a growing concern, and CIOs can play a crucial role in ensuring digital trust through secure, compliant business operations. As these technologies evolve, the CIO’s role will expand beyond IT management to becoming a key player in strategic business decisions.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
One core philosophy that has guided me is having a clear long term vision of where I want to go. Once you have that, the path naturally forms, and it also becomes easier to get buy-in from both your team and stakeholders. I’ve also learned the importance of resilience. There’s always going to be unexpected storms that push you out of your comfort zone, but it’s about staying ready and learning from those challenges.
Is there a particular person you are grateful for who helped get you to where you are?
Many people have played a role in my journey, but Markus Sontheimer, one of the leaders I have worked for stands out as a mentor and friend. He has been instrumental in guiding and supporting me throughout my career, helping me navigate the challenges and decisions that have shaped my path.
How do you prioritize your time and focus as a CIO, and what tools or techniques do you use to stay organized?
For aspiring CIOs, my advice would be to focus on three key areas: business acumen, leadership, and adaptability
As a CIO, I prioritize my time by aligning IT initiatives with the overall business goals, which ensures we’re working on the most impactful projects. I believe in empowering my team, which allows me to delegate effectively and focus on the broader strategy. I use frameworks like the 80/20 Rule and the Eisenhower Matrix to prioritize tasks and focus on what truly matters. Time-blocking is key to minimizing
distractions, and tools like Microsoft To-Do help keep my tasks organized. Regular checkins with my team ensure we stay aligned, and I stay updated on industry trends to continuously refine our priorities and keep IT agile.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I’m all about recharging my batteries by spending quality time with my family. I also enjoy traveling, swimming, hitting the gym, and running. I’m a big fan of movies, so I always make time to watch the latest releases and dive into different genres.
Which technology are you investing in now to prepare for the future?
Right now, we’re focusing on getting the basics right, particularly ensuring our data is clean, accurate, and high-quality. This foundational work is crucial for making precise, data-driven decisions that not only benefit our operations but also provide significant value to our clients. Alongside this, we’re heavily investing in AI and automation technologies to enhance efficiency, streamline operations, and maintain our competitive edge. We’ve established a global AI community to drive cross-functional collaboration, enabling us to leverage AI more effectively across different areas of the business. We’re also integrating AI-driven solutions into various functions, including talent acquisition, legal processes, and maintenance. We’re also looking into AI-powered pattern detection for facilities management, analyzing data such as space utilization, people movement, and occupancy rates. This helps us optimize space usage and manage facility resources more
efficiently, improving both cost-effectiveness and overall service quality. All these initiatives are aimed at ensuring we remain at the forefront of technological advancements, allowing us to drive innovation and improve outcomes for both the business and our clients.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to drive meaningful business transformation through technology, ensuring that IT is not just a support function but a key enabler of growth and innovation. In five years, I see myself in a senior leadership role where I can influence technology strategy at an executive level, whether that’s as a CIO, CTO, or in a broader leadership capacity. I aim to be in a dynamic, global environment where I can continue to make a tangible impact on business outcomes while continuing to grow professionally.
What advice would you give to aspiring CIOs looking to build a successful career in tech?
For aspiring CIOs, my advice would be to focus on three key areas: business acumen, leadership, and adaptability. First, understand that IT is a business enabler, learn how technology drives revenue, efficiency, and competitive advantage. Second, develop strong leadership skills by building high-performing teams and communicating effectively with stakeholders. Finally, stay adaptable. Technology evolves rapidly, and successful CIOs embrace change, continuous learning, and innovation. Build a strong network, gain cross-functional experience, and always align IT strategy with business goals.
Empowering Underserved Communities through Education and Technology
Alex Ustaris
CTO, PHINMA Education
Alex Ustaris is currently CTO of PHINMA Education Holdings Inc. – the largest school system in the Philippines with institutions in Indonesia. He is also a current Chairman of the Boards of 2 tech startups: RAIR Technologies, Inc. and CX Erudite Tech, Inc. Some of his previous roles were Group CTO & GM of Shared Services Center, Hijo Group of Companies – with business interests in agriculture, food manufacturing, logistics, and eco-tourism; Head of IT Operations & Digital Transformation in MERALCO – the largest energy distribution utility in the Philippines; GM of the Global Centers of Excellence of Amkor Technology & Watson Wyatt. Alex also had stints in Metro Pacific Investments Corp, Arthur Andersen / Andersen Consulting /SGV Group, and Bank of America.
Recently, in an exclusive interview with CIO Magazine, Alex shared insights on the evolving role of the CTO, the secret mantra behind his success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Alex. What inspired you to pursue a career in IT and leadership, and how have you seen the field evolve over time?
Ever since I was a child, I’ve been fascinated by what makes electronic devices and gadgets tick. At the time, my uncle was one of the pioneers of ICT in the Philippines, which further fuelled my interest and inspiration in this field. For me, this isn’t just a job—it’s a vocation, one that I approach with dedication and passion. I’m truly happy and fulfilled in what I do.
Over the past 30 years in IT, I’ve witnessed extraordinary changes in the technology landscape. There’s always been one defining technology that drives innovation and transforms how we view tech. From personal computers in the 1990s, to the internet’s rise in the late '90s and early 2000s, to the dominance of social media and cloud computing in the 2010s, and now, the rapid advancement of AI in the 2020s—each era has ushered in revolutionary shifts.
The cycle of change is accelerating. As technology evolves faster, the consumer's attention span becomes shorter, which creates
new challenges for those of us in the tech industry. We’re now expected to deliver results more quickly, with broader, more meaningful impact. To me, this reflects humanity's incredible ability to innovate and adapt in increasingly shorter cycles of time.
What do you love the most about your current role?
Since 2012, I've been focused on pursuing roles and organizations that create a meaningful impact on both my community and society as a whole. Over the years, I've held more than five positions, and my current role has been the most impactful by far. After all, what could be more fulfilling than improving lives through education for the underserved?
How do you see the role of the CTO evolving in the next 5-10 years, and what skills and qualities will be essential for success in this role?
The role of the CTO/CIO has evolved significantly from what was once known as the EDP Manager, and later the MIS Manager, during the "Beetles era." Back then, it was largely a back-office function, often an afterthought.
AS AI AND RELATED TECHNOLOGIES CONTINUE TO RISE, THERE WILL BE A GROWING DEMAND FOR DATA- AND AI-CENTRIC ROLES, SUCH AS THE CHIEF DATA OFFICER AND CHIEF AI OFFICER
Over time, the role evolved into the CIO, and more recently, branched out into specialized positions like the CTO, CDO, CISO, and others.
This evolution mirrors the technological drivers of innovation. As AI and related technologies continue to rise, there will be a growing demand for data- and AI-centric roles, such as the Chief Data Officer and Chief AI Officer.
The modern CTO must adapt to these shifts, embracing a more collaborative approach with both tech and business leaders. In the next generation of CTOs, the role will be less about managing technology and more about providing business leadership, driving innovation, and responding to the changing behaviors and attitudes of customers.
You have been a recipient of numerous awards and recognitions over the course of your career including ETCIO Awardee for Transformative CIO 2024, ISOG Cybersecurity Awards 2024 Best CTO, World CIO 200 Awardee for 2020, 2021, 2023, 2024, BTX Top Executive Awards 2021 by the Global CIO Forum to name a few. Our readers would love to know the secret sauce behind your success.
I am truly grateful for the recognition bestowed upon me by these organizations. However, it has never been my intention to seek awards while fulfilling my role as a CTO. I have always had a strong sense of purpose and a sharp focus on the path I’ve chosen. Everything else is secondary— except for my family and the Lord, who gives me my ultimate purpose.
I believe that true satisfaction doesn’t come from accomplishments that don't benefit those
THE FUTURE OF EDUCATION LIES IN HYPER-PERSONALIZED LEARNING, WHICH REQUIRES A DEEP AND TIMELY UNDERSTANDING OF EACH STUDENT'S UNIQUE LEARNING NEEDS AND THE TARGETED INTERVENTIONS THAT WILL HELP THEM SUCCEED
around you, especially your loved ones, nor from achievements that fail to glorify your Creator.
Implementing a million-dollar tech doesn’t define who I am. At the end of the day, it's the wacky antics of my granddaughter Bea and the warm, loving embrace of my wife Lei that truly make me whole.
When you know your North Star—and it’s the right one for you—you’ll often find the path to genuine success.
What does the term "authentic leadership" mean to you?
A few months ago, I woke up to a message from a colleague saying that I am the reason he stays in his job. That was a true goosebumps moment! Authenticity in leadership is all about being sincere and empathetic toward your team.
There’s an old saying that a leader should lift their people, so they, in turn, can lift the leader. But moving up the ladder isn’t the ultimate reward of leadership. The real reward lies in making your team feel seen and heard, showing them that you’re human too—just like they are. The true measure of success is in how your leadership makes others feel valued and appreciated.
Is there a particular person you are grateful for who helped get you to where you are?
I grew up witnessing the passion and dedication my late father had for his vocation. He held a demanding job that required immense patience, integrity, and the ability to make just decisions. He clearly had a "North Star" that guided him, lighting
the way through all the twists and turns life threw his way. My own life's North Star has always been closely aligned with my father’s passion and purpose.
What are some of your passions outside of work? What do you like to do in your time off?
I read books that have nothing to do with work!
I’m a fan of both classic and contemporary literature. I’ve always been an avid reader, ever since I was a kid—right after I learned the alphabet, haha! One person once joked that my bookshelf looks a bit morbid, with titles like To Kill a Mockingbird, A Time to Kill, and Inferno. Guess I’ve got a dark side, haha!
I also make it a point to eat healthy and stay physically active—walking, running, and working out. Because of that, I’ve managed to avoid COVID and any major illnesses for the past six years or so.
Which technology are you investing in now to prepare for the future?
The future of education lies in hyperpersonalized learning, which requires a deep and timely understanding of each student's unique learning needs and the targeted interventions that will help them succeed. Implementing this approach becomes a significant challenge, especially for educational institutions serving students who often lack college readiness due to underprivileged life circumstances.
As a result, most off-the-shelf Learning Management Systems fall short for these types of students. To truly address this challenge, we envision a tailored solution: a combination
of a Data Lakehouse, Advanced Analytics, AI, and Machine Learning. This integrated system would generate dynamic learner profiles and pull relevant learning content from an ECM system, creating a more effective, personalized learning experience.
What is your biggest goal? Where do you see yourself in 5 years from now?
In my current role, my primary goal is to democratize learning and empower students with the digital technologies and tools they often lack due to their underprivileged circumstances. It's an ambitious goal, but I aim high—and more often than not, I hit the mark.
On a personal note, my biggest aspiration is to live past 100. I have special needs children who will rely on me for the rest of their lives, and I want to be there for them. Growing old with my sons, Kirby and Matthew, is a dream I hold close to my heart.
What advice would you give to individuals looking to break into the IT field or transition into a leadership role?
IT is an exciting and ever-evolving field. If you enjoy days that are never the same and thrive on learning something new every day, IT could be the perfect fit for you. And if you find purpose in shaping human experiences through technology, then it might just be your calling.
If you’re passionate about working with people and helping them connect to a greater purpose, leadership roles might be in your future. The ultimate example of leadership is Jesus Christ—He is the epitome of a servant leader, always guided by His unwavering North Star.
NAVIGATING THE SHIFT: HOW BANKS CAN EVOLVE THEIR IT ARCHITECTURE FOR THE FUTURE
Steve Van Wyk
Chairman of the Board, BIAN
Steven Van Wyk is a corporate director and the former Group Chief Information Officer (CIO) of HSBC Bank PLC. Throughout his 40-year career, he held senior-level domestic and international information technology roles, including CIO of PNC Financial Services Group, Inc., Global CIO of ING Groep N.V., and multiple roles with Morgan Stanley, including several years as CIO/Chief Operating Officer of its Individual Investor Group. Mr. Van Wyk holds a B.A. in business management and accounting with a minor in computer science from the University of Central Iowa and was awarded an honorary Doctorate of Public Service from Central College in 2019. He is a Certified Public Accountant, Certified Internal Auditor, and Series 27 Financial/Operations Principal. Mr. Van Wyk chairs the Board of the Banking Industry Architecture Network, a nonprofit seeking to establish a common architecture framework for enabling banking interoperability.
The banking industry continues to undergo a major transformation, with a strong shift towards digitization. New technologies are allowing banks to revamp their operations in ways we could have only imaged a few years ago. Now, for instance, AI is enabling banks to analyse individual customer data in so they can offer tailored financial products, services, and personalised recommendations in real-time, enhancing user experiences and improving customer satisfaction.
It is essential to remember, however, that a bank’s IT architecture isn’t something that can be completed within a major project or a quick technological upgrade. Instead, it involves a long-term commitment to evolving how they operate, how they deliver services, and how they engage with customers.
Despite this importance, research shows that only 4% of retail banks achieved a high score on business commitment and technology capabilities, while 41% scored average, indicating a “widespread lack of readiness to embrace and effectively implement intelligent transformation”.
In the digital age, there must be a consistent understanding across the entire business on the
importance of having an IT architecture that is future ready, and able to evolve alongside the needs of the industry. This is of critical importance given no one can predict what the future holds. But what must organizations consider when developing this type of strategy?
The evolving technology ecosystem
As technological advancements rapidly progress, the incorporation of emerging innovations like AI, small language models, and quantum computing, will fuel both innovation and uncertainty as the industry rushes to adopt and experiment with different use cases, in fear of being left behind.
If we look at AI, for instance. Thanks to the data-rich and language-heavy nature of banking, the industry has been uniquely positioned to capitalize on the developments of AI and has been experimenting with the technology for years. Research shows us that in 2023, financial services firms spent $35 billion on AI, with projected investments across the industry expected to reach $97 billion by 2027. Despite this increasing investment, there is still work to be done to be ensure that AI can reach its potential.
The World Economic Forum recommends that “as AI becomes central to technology strategies,
BY CREATING A STRATEGY THAT CAN EVOLVE ALONGSIDE THESE DEVELOPMENTS AND THE EMERGENCE OF NEWER TECHNOLOGY, BANKS WILL BE WELL PLACED TO GAIN FROM THESE DEVELOPMENTS
executives must continually evaluate technology ecosystems to capture emerging opportunities, ensuring that AI investments are thoughtfully integrated into broader initiatives.”
AI is just one of the technologies set to disrupt our industry over the next several years. For architects, this may seem like a daunting task, but it is imperative that they focus on how these new technologies might impact their business in the future. By creating a strategy that can evolve alongside these developments and the emergence of newer technology, banks will be well placed to gain from these developments.
What does this look like in practice?
Back in 2019, the Banking Industry Architecture Network (BIAN), a not-for-profit standards body, introduced its Coreless Banking concept. This concept demonstrated how banks could move away from outdated, rigid systems and instead use smaller, more specialized components that can be easily replaced or integrated, by adapting open standards and API-driven ecosystems. Since the concept was initially developed, BIAN has gone on to develop three additional concepts.
Developed in 2024, this concept leveraged AI and machine learning to reduce customer churn by responding to competitive offers. The proof of concept showed that a coreless model, combined with AI, could detect competitive pressure, identify, and refine customer targets, and present personalized offers. Results were then fed back into the model for continuous improvement.
The new concept demonstrated that the delivery of these capabilities through standard service definitions which could be used as building blocks that could be assembled and implemented in unique ways, or even changed,
dependent on requirements or the availability of new capabilities.
A clunky and outdated approach
Failing to take a coreless approach means banks will lose out to those who can prioritize flexibility. Research shows that half of IT leaders encounter constraints with their current outdated core systems, hindering their progress towards business objectives. In addition to this, 44% of banks cite the speed that they’re able to bring new services to market as the biggest obstacle caused by their core banking solution.
Not only does this approach incur additional costs and time, but it makes organizations far less competitive and able to keep up with technological development and the needs of customers. For the banking organizations considering their next steps, they must focus on how they can shift their reliance on core systems to a more agile approach that will set them up for success both today and in the future.
Making strides towards the future
The rapid evolution of technology in the banking sector presents both challenges and significant opportunities for growth. As digital transformation accelerates, the need for futureready IT architecture becomes critical for banks looking to stay competitive and meet customer demands. The shift towards AI, open standards, and modular, coreless banking systems represents the future of flexibility, scalability, and innovation.
To compete, banks must adopt a long-term, adaptable strategy that not only integrates emerging technologies but also fosters an ongoing commitment to rethinking how they operate and deliver services.
RE-ARCHITECTING
THE ENTERPRISE IN THE AGE OF AI
Raymond Bordogna
Principal at QuantumPivot
Ray Bordogna is a strategic technology executive specializing in Digital Transformation, Enterprise Architecture, SaaS, and AI. As Principal at QuantumPivot, he advises Boards and Executive Management on leveraging technology for transformative change. Previously, he was Chief Enterprise Architect at WPP, and Founding Principal & Chief Strategy Officer at LiquidHub, where he led its growth to a $490M acquisition by Capgemini. Ray holds an MBA in Strategy & Finance from Wharton and an MSE in Engineering from Stanford. His upcoming book, Re-Architecting the Enterprise in the Age of AI, will redefine how businesses adopt AI for competitive advantage.
Artificial intelligence now commands the spotlight in enterprise technology. While blockchain, Web3.0, and AR/VR have lost their initial buzz, AI remains the prime mover for modernizing and future-proofing businesses. As the former Chief Enterprise Architect at WPP, a global firm with 100,000 employees, and a CIO advisor to startups and multinationals, I have seen how quickly
new tech trends generate excitement. Yet AI has proven to be more than a fleeting fascination, offering enduring impact across industries.
Why AI Dominates Today’s Strategic Discussions
AI has rapidly gained traction because of the tangible value it brings across a range of use cases, from predictive analytics to creative content generation. Machine learning models
WHAT
TRULY DISTINGUISHES AI IS ITS VERSATILITY. IT CAN TRANSFORM LOGISTICS THROUGH BETTER DEMAND FORECASTING OR STREAMLINE FINANCIAL COMPLIANCE BY DETECTING ANOMALOUS TRANSACTIONS
are becoming more advanced, and generative AI can even produce original text, images, and software code. These capabilities open doors to new revenue streams—such as AI-assisted product design—or more efficient back-office operations, like automated customer service.
What truly distinguishes AI is its versatility. It can transform logistics through better demand forecasting or streamline financial compliance by detecting anomalous transactions. Each success story strengthens the case for further AI investment. The result is a technology that has moved from speculative pilot projects to occupying a permanent position on the CIO’s roadmap.
Re-Architecting for AI-Centric Transformation
Adopting AI effectively requires a shift in enterprise architecture. While some companies chase quick wins—like implementing a chatbot or automating a marketing campaign—these projects only scratch the surface. Significant,
sustained benefit often demands rethinking foundational systems.
1. Modernizing Core Systems
Legacy environments often can’t handle the computational intensity and real-time data needs of modern AI. Moving to more modular, eventdriven designs and adopting microservices or cloud-native strategies helps enterprises integrate advanced AI without overloading legacy platforms. This approach fosters incremental upgrades instead of disruptive, all-or-nothing system replacements.
2. Data Integrity and Accessibility
AI thrives on large volumes of reliable data. Once seen as a compliance chore, Data Governance is now a strategic imperative. Ensuring that data pipelines are free of duplication, bottlenecks, and security holes is vital. Clear protocols around data access also help define which business units own which data sets, enabling meaningful crossfunctional insights without violating privacy rules.
3. Scaling with MLOps
AI needs an operational framework to manage the entire lifecycle, from model development to deployment and monitoring. MLOps integrates machine learning into continuous integration and delivery pipelines, offering automated safeguards. If a model’s performance declines or biases emerge, teams can roll back to a previous version or retrain on fresh data without grinding innovation to a halt.
Why Other Technologies Will Reemerge with AI
While AI currently dominates the conversation, other emerging technologies have not vanished. They have simply encountered adoption hurdles or market skepticism. Yet they may soon be revitalized by AI and the fresh possibilities it brings.
Blockchain and Web3.0: Early pilots often struggled to move beyond the concept stage. However, as AI-driven systems require tamperproof data logs, blockchain provides a reliable foundation for data integrity. Smart contracts become far more compelling when they can tap into AI oracles that confirm real-world events.
AR/VR: Immersive technologies may have underperformed relative to the initial hype, but generative AI dramatically reduces the time and cost of creating 3D assets and interactive simulations. This shift could spark a wave of AR/VR applications in training, product demonstrations, and remote collaboration.
Other Emerging Solutions: Technologies like edge computing, quantum computing, and next-generation networking can also gain renewed urgency in an AI-centric environment. Faster, more secure data processing at the edge— or breakthroughs in quantum algorithms—may
BY CONTINUOUSLY TRACKING, EVALUATING, AND RANKING RELEVANT INNOVATIONS,
THE CIO CAN SHARE A CLEAR PERSPECTIVE ON WHAT’S RISING, PEAKING, OR DECLINING WITH EXECUTIVE PEERS
prove essential as organizations integrate AI across functions.
In this dynamic context, a Technology Radar becomes an invaluable tool. By continuously tracking, evaluating, and ranking relevant innovations, the CIO can share a clear perspective on what’s rising, peaking, or declining with executive peers. This proactive stance ensures that decision-makers stay aligned on nearterm priorities and long-term bets even as AI moves to the forefront. Put simply, AI’s rapid evolution can invigorate these once-emerging technologies, enabling them to tackle real business challenges with renewed impact.
Automated Guardrails: Balancing Innovation and Risk
The more powerful the technology, the higher the stakes. AI can produce spectacular results— or do spectacular damage if not managed well. That doesn’t mean burying innovation under endless governance checklists. Instead, think of creating lightweight, automated guardrails that keep projects on track without strangling them.
One approach is to weave policy checks into the development lifecycle. Automated scans can assess whether AI models or Web3.0 applications violate data-handling or security rules. If issues arise, stakeholders get an immediate alert, avoiding unpleasant surprises during a late-stage audit. Cross-functional “innovation councils” may also help, provided they rely on real-time dashboards rather than lengthy committee reviews. This setup allows leadership to spot red flags early while preserving agility.
Rethinking Skills, Culture, and Talent
Even the most elegant AI architecture won’t succeed without the right human capital.
CLEAR COMMUNICATION ABOUT AI’S ROLE, COMBINED WITH CONCRETE EXAMPLES OF HOW IT ENRICHES JOBS RATHER THAN ELIMINATES THEM, CAN FOSTER WIDESPREAD ACCEPTANCE
AI demands data scientists, ML engineers, and domain experts who understand how to apply algorithms to real business challenges. Upskilling existing employees can foster loyalty while injecting the organization with new capabilities. At the same time, transparency is crucial. Employees may fear automation will replace them. Demonstrating that AI handles repetitive tasks—thereby freeing up employees to take on more creative or strategic work—helps mitigate anxieties. Clear communication about AI’s role, combined with concrete examples of how it enriches jobs rather than eliminates them, can foster widespread acceptance.
Making the Financial Case
One of the CIO’s core responsibilities is to justify technology investments, and AI projects are no exception. Although AI often garners excitement from leadership, there can be a gap between initial buzz and measurable returns. Tying AI initiatives to tangible outcomes—like a drop in call-center wait times or a boost in e-commerce conversions—demonstrates realworld impact.
Pilot programs are an effective way to validate AI’s value before scaling. By starting small with clear success metrics, teams can refine both the
technology and operational processes. If the pilot meets its targets, it’s easier to secure additional funding from the C-suite or board, who now see a proven path to ROI. This phased approach also keeps risk in check while building confidence in AI’s benefits.
Looking Ahead
For the foreseeable future, AI will remain the driving force behind enterprise transformation. Yet the field doesn’t exist in a vacuum. Blockchain, AR/VR, and Web3.0 may well stage comebacks, fueled by AI’s capacity for data-rich experiences and intelligent workflows. CIOs who lay robust architectural foundations today will be prepared not only to scale AI quickly, but also to incorporate other emerging technologies as they regain momentum.
In an ever-shifting technology landscape, success relies on balancing bold experimentation with operational discipline. AI is proving its worth across industries, but it’s far from the final chapter in digital innovation. By re-architecting systems for AI while keeping an eye on tomorrow’s breakthroughs, organizations can thrive in the current era and stand ready for the next wave—whatever form that wave may take.
HOW TO BUILD HIGH-PERFORMING TEAMS IN 2025
Dominic Bosher
Director, La Fosse Executive
Dominic Bosher is a Director at La Fosse Executive, specialising in the recruitment of CIOs, CTOs, and technology leadership teams across the UK, Europe, and the US. With over 14 years of experience, he has played a key role in shaping La Fosse’s permanent recruitment division, launching specialist areas such as Product, Infrastructure, Architecture, Security, Data, and RPA. Dominic is also one of the company’s top cross-sellers, managing some of its largest enterprise accounts, including FTSE 100 clients and global organisations like Arm, Knight Frank, and Taylor Wimpey. Starting his career in business development, Dominic was instrumental in establishing La Fosse’s reputation beyond executive search, driving high-value engagements with senior technology leaders. Transitioning into executive search, he built and led a team of 50+ specialists before returning to a hands-on role, focusing on high-impact placements at the highest levels of technology leadership. His expertise lies in advising businesses on structuring technology functions from a strategic and commercial perspective, ensuring leadership teams are aligned for success. As part of La Fosse’s employeeowned business, Dominic is invested in its long-term growth and success, bringing deep market knowledge and a consultative approach to both client and candidates.
Building high-performing teams is never easy. The pace of change, rising competition for talent, and constant pressure to innovate mean that businesses, especially their CIOs, are constantly balancing big challenges with bold opportunities.
2025 is no different. Whether it’s making the most of AI in hiring, upskilling teams, or fostering inclusive environments, the way we approach these issues will define the strength of our teams now and in the future. So, how do you make it work in practice?
AI in Hiring: A Double-Edged Sword
Let’s be honest: AI tools sound amazing on paper. They promise efficiency, speed, and better results. But they also have flaws. They can miss out on unconventional talent and, at times, unintentionally reinforce biases.
How to make AI work for you:
● Use AI as a starting point, not the final say. Blend its insights with human judgment.
● Focus on adaptability and potential, not just ticking boxes on a CV.
● Broaden your horizons: self-taught developers, career switchers, and diverse candidates bring valuable perspectives to the table.
AI isn’t about replacing recruiters; it’s about helping them spot great talent that could be overlooked otherwise.
Upskilling: Closing the Gap
Upskilling your team sounds like the perfect answer to the talent shortage, but there’s a catch. Technology changes fast, and sometimes, it feels like the skills you teach today will be
out of date tomorrow. Plus, there’s always the risk that employees you’ve invested in might be tempted away by competitors.
What works instead:
● Design training that’s tailored to real business needs, not just generic skill-building.
● Make learning hands-on. People learn better by doing, not by watching endless webinars.
● Think broader: help your teams develop skills outside their usual roles to create more flexibility and innovation.
Upskilling isn’t just a tick-box exercise; it’s about preparing your people, and your business, for what’s next.
Leadership: Flat Isn’t Always Best
A lot of businesses are moving towards flatter hierarchies and collaborative decision-making. And while these can work brilliantly in some scenarios, they can also cause headaches. Endless discussions and trying to reach a consensus can slow teams down.
Striking the right balance:
● Autonomy is great, but make sure there’s accountability too.
● Some people love leadership roles; others thrive as specialists. Recognise and support both.
● Encourage decisive action, sometimes you just need someone to make the call.
Leadership isn’t about having no structure. It’s about finding the right structure for your team.
Trust, Inclusion, and Wellbeing
High-performing teams need more than just technical skills. Trust, collaboration, and diversity aren’t just buzzwords—they’re the secret ingredients for success.
What to focus on:
WHEN IT COMES TO HIRING FOR NICHE OR HIGH-LEVEL ROLES, IT’S TOUGH TO FIND THE TIME, EXPERTISE, OR TOOLS TO MAKE IT WORK
● Create a culture where everyone feels valued and heard.
● Support mental health and work-life balance. Burnout isn’t a badge of honor.
● Build trust by focusing on empathy, emotional intelligence, and transparency. When people feel included and supported, they bring their best selves to work—and the results speak for themselves.
Recruitment: Why Internal Teams Can’t Do It Alone
Internal recruitment teams are amazing, but even they have their limits. When it comes to hiring for niche or high-level roles, it’s tough to find the time, expertise, or tools to make it work.
The challenges they face:
● Limited expertise in assessing highly technical roles.
● Rushed processes due to high workloads.
● Small talent pools and inefficient tools.
The solution:
● Partner with specialists (like La Fosse) who know the market inside out.
● Use programmes like La Fosse Academy to reskill and build talent pipelines.
● Combine internal efforts with external expertise to find and develop the best talent. When you bring the right people to the table, magic happens.
The Bottom Line
2025 isn’t just about adopting the latest trends. It’s about focusing on what really matters and making it work for your team and your business.
The best CIOs will blend AI with human judgment, upskill their teams with purpose, and foster cultures of trust and inclusion. They’ll focus on a few game-changing strategies and execute them brilliantly.
This isn’t about doing more. It’s about doing it better.
So, what’s your focus for 2025?
Virag Thakkar
CISO, Thai Union Group PCL
Mentoring the Next Generation of Cybersecurity Professionals
Virag Thakkar holds over 2 decades of experience in Cyber & Information Security covering Compliance & Privacy Frameworks, Risk Management & establishing Security Operations. He has worked across multiple industries like Insurance, Ecommerce, Energy Verticals, Software Product Development and Government institutions.
Recently, in an exclusive interview with CIO Magazine, Virag shared insights on the evolution of the cybersecurity landscape in the next 5-10 years, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Virag. What inspired you to pursue a career in information and cyber security, and how have you seen the field evolve over time?
I stumbled into cybersecurity during my early days in IT, when I realized programming wasn’t for me, but securing networks and infrastructure fascinated me. What started as curiosity turned into a career when I saw firsthand how critical security is for businesses. Over time, the field has shifted from being a purely technical domain to a strategic business enabler. The rise of cloud computing, AI-driven threats, and regulatory frameworks has made security an essential pillar of any organization’s success.
What do you love the most about your current role?
The ability to drive change. I enjoy taking security from a checkbox exercise to a culture that people engage with. Seeing an organization shift its mindset—where security is no longer seen as a blocker but a business enabler—is incredibly rewarding.
What role do you believe security leaders will play in shaping the future of business and technology, and how can they prepare for this shift?
Security leaders will be the bridge between innovation and risk, ensuring that new technologies are adopted securely without stifling business growth. To prepare, security leaders must develop business acumen, strong communication skills, and the ability to influence at the board level. The future CISO will be as much a strategist as a technologist.
What are some common misconceptions or myths about security and compliance that you'd like to debunk?
One big myth is that compliance equals security. While compliance frameworks set a baseline, true security goes beyond checklists. Another misconception is that cybersecurity is purely an IT problem—it’s actually a businesswide responsibility.
How do you see the cybersecurity landscape evolving in the next 5-10 years, and what skills and qualities do you believe will be essential for success in the field?
Cybersecurity will become more AIdriven, both in attack methods and defense strategies. The rise of quantum computing and evolving privacy regulations will add complexity. To succeed, professionals will need adaptability, a continuous learning mindset, and strong problem-solving skills. Soft skills, especially communication and risk management, will be just as important as technical expertise.
How do you approach leadership and team management, and what qualities do you believe are essential for effective leadership in security?
I believe in leading with a vision and empowering my team. Security can be stressful, so fostering a culture of trust, mentorship, and continuous learning is key. The best security leaders are those who can communicate effectively, inspire action, and translate technical risks into business impact.
CYBERSECURITY IS AN EVEREVOLVING FIELD, AND THOSE WHO THRIVE ARE THE ONES WHO CONTINUOUSLY ADAPT
Is there a particular person you are grateful for who helped get you to where you are?
Yes, my ex-manager and now mentor, who saw my potential in security early on and encouraged me to pursue it. His guidance and belief in me helped shape my career.
What are some of your passions outside of work? What do you like to do in your time off?
I love playing board games / card games with loved ones and having a nice conversation alongside. Also enjoy going off for scuba diving as and when time permits.
What is your biggest goal? Where do you see yourself 5 years from now?
Beyond my professional aspirations, I want to build a lifestyle that gives me the freedom to pursue my passions, mentoring the next generation of professionals. In five years, I see myself having a more things to contribute in the world of startups.
I am very excited by new ideas and how they can shape our world.
What advice would you give to individuals looking to break into the field of information and cyber security?
Stay curious and never stop learning. Cybersecurity is an ever-evolving field, and those who thrive are the ones who continuously adapt. Get handson experience, build a strong foundation in networking and security basics, and most importantly, develop the ability to communicate risks effectively. Security is not just about technology—it’s about understanding people, processes, and business impact.
UNLOCK AI’S POTENTIAL — WITHOUT FALLING FOR ITS TRICKS
Douglas Squirrel
Director, Squirrel Squared Limited
Douglas Squirrel has been coding for forty years and has led software teams for twenty. He uses the power of conversations to create dramatic productivity gains in technology organizations of all sizes. His experience includes growing software teams as a CTO in startups from fintech to biotech to music, and everything in between; consulting on product improvement at over 200 organizations in the UK, US, Australia, Africa, and Europe; and coaching a wide variety of leaders in improving their conversations, aligning to business goals, and creating productive conflict. He lives in Frogholt, England, in a timber-framed cottage built in the year 1450. He is the author of Squirrel’s Tech Radar, Decoding Tech Talk, and Agile Conversations: Transform Your Conversations, Transform Your Culture, co-authored with Jeffrey Fredrick.
What up with AI bots and food? First there was a grocery app giving users a recipe for chlorine gas, then Google’s Gemini started telling searchers they should eat rocks every day, and recently McDonald’s had to fire its AI drive-thru order-taker when, among other bloopers, it tried to deliver bacon ice cream to a bemused customer. It seems we’re a long way from the Star Trek replicator that produces a perfect cuppa the instant the Captain announces he wants tea.
My Three Laws of AI
Here is the advice I gave at a meeting with a group of executives.
1. Keep your bot offstage. Let your bot do research or roleplays with you, but don’t let it talk to customers directly. This is the main law violated in all three of the food flubs above.
2. Remember, you might not own what your bot writes. Authors and actors certainly don’t agree that Google and Microsoft have a right to
CONFABULATION – THE GENERATION OF PLAUSIBLE BUT POTENTIALLY INACCURATE OR FABRICATED INFORMATION – IS A COMMON CHARACTERISTIC OF AI LANGUAGE MODELS WHEN THEY PRODUCE RESPONSES BASED ON LIMITED OR INCOMPLETE KNOWLEDGE
“scrape” their compositions and serve them back to you via a large language model. Don’t assume that creators are going to lose in court or in popular opinion; have a plan B if your AI’s writing turns out to belong to someone else. This is especially important if your developers use Github Copilot and similar tools to write code. Who owns that code may matter a lot to your investors, for example.
3. Trust–but verify–what your bot tells you. Confabulation – the generation of plausible but potentially inaccurate or fabricated information – is a common characteristic of AI language models when they produce responses based on limited or incomplete knowledge. An even larger problem is that what they produce is so terribly boring and obvious. I say that you need a centaur, a human/machine hybrid, to guard against both the comical and the commonplace.
Putting My Own Advice to Use
Let me illustrate further by briefly describing how I use AI in my own work and business, while keeping the Three Laws in mind
1. ChatGPT suggests synonyms when I don’t want to repeat words, and short sayings when I’m looking for a particular turn of phrase. For example, I asked it to think up two words, one meaning “funny” and another “boring”, and both starting with the same letter. It came up with several examples, and I picked my favorite pair – comical and the commonplace -- which I used earlier in this article.
2. I ask ChatGPT (who in turn asks Dall-E) to make me images to use in promoting Squirrel Squadron events on LinkedIn and Twitter, like this cute centaur: image.png
3. I have a researcher find public sources for clients, like their LinkedIn posts and blogs and Twitter feeds, then put those pages into Zenfetch and ask it which of my “chestnuts” and other onepage summaries might best match their current interests. Then they get a personalized email –every word from me, no bots allowed! – sharing what I’ve written and its relevance to them.
4. Laura, our community manager, ran a survey recently asking for the interests of all my Squadron members. This generated a few hundred categories, from accounting to wellbeing, and I put all those into ChatGPT, plus the text of one of my forum posts. The model quickly tells me who’d be most interested in that particular article, and we @-mention (tag) those people to draw their attention to it.
5. I’m hoping to get my hands on an Apple Vision Pro soon so I can be (I’m told) 42% more productive with lots more monitor space. The goggles are full of computer vision wizardry and machine-learning algorithms, but I won’t have to think about those models at all; I can just enjoy putting apps all over the study and deepfaking myself.
6. Finally, purely for fun I generate trashy trance music using heymusic.ai. It’s surprisingly good at standard genre elements like breakdowns, pulsing synths, and “happy” chords, though the lyrics are utterly laughable and the overall effect is mindlessly derivative. But this is just background “junk food” music for me and it does that job perfectly adequately. Check out https://suno.com/home if you want to give it a try.
It's Your Turn to Put My Advice to Use
I hope these examples help you see how you might use AI for your personal and business productivity without falling foul of the Three
I ACT AS THE CENTAUR FOR MY RESEARCH ON CLIENT AND SQUADRONMEMBER
INTERESTS,
SUPERVISING AND INTERPRETING THE RESEARCH RESULTS RATHER THAN BLINDLY TRUSTING THE MODEL
Laws. Notice, for instance, that I’m using ChatGPT to generate brief phrases and images, but I don’t let the bot do any actual writing for me, and I could easily delete the images from social media if someone complained about their provenance.
In addition, I act as the centaur for my research on client and Squadron-member interests, supervising and interpreting the research results rather than blindly trusting the model. That means, putting humans in the driving seat, having a contingency plan for intellectual property challenges, and keeping the robots safely hidden backstage.
If you follow these simple rules, you won’t be serving delicious glue pizza -- “Add some glue. Mix about 1/8 cup of Elmer’s glue in with the sauce. Non-toxic glue will work.” –as recommended by Google when asked how to keep the cheese from falling off.
