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LEADING THROUGH THE NEXT CHAPTER OF ENTERPRISE IT
Have you noticed how quickly your phone becomes outdated these days? Just when you’ve figured out the settings, there’s a new update or worse, a whole new model. Now imagine that same pace of change applied to the backbone of entire companies. That’s the world CIOs live in every day.
Enterprise IT is no longer about fixing servers or approving upgrades. It’s about reimagining how businesses run in a digital-first economy. Artificial Intelligence is not just a buzzword anymore, it’s quietly reshaping operations, automating tasks, and offering insights that were once unthinkable. Of course, with all that progress come the headaches: cybersecurity threats, messy integrations, and the big question of how to keep technology human-centered.
In this issue of CIO Magazine, we explore what it really means to lead in this moment of rapid change. Our cover story features Mark Sherwood, Executive Vice President & CIO at Wolters Kluwer. Mark opens up about his journey, the challenges of driving digital transformation at scale, and even his personal passions beyond the office. His story offers both lessons and inspiration for IT leaders steering through similar waters.
Beyond the cover, you’ll find sharp insights, practical strategies, and fresh perspectives from experts who are shaping the future of enterprise technology. Think of it as your guidebook for balancing the promise of AI with the realities of people, culture, and leadership.
So, as you read through these pages, ask yourself: How can technology in your world create not just efficiency, but real impact? How can IT become less about tools and more about vision?
At CIO Magazine, we believe the future belongs to leaders who are willing to embrace change while keeping people at the heart of innovation. The challenges are real, but so are the opportunities. Let’s explore them together.
Happy reading.
Sarath Shyam
MARK SHERWOOD
Executive Vice President & Chief Information Officer, Wolters Kluwer
HARNESSING INNOVATION TO DRIVE IMPACT IN DIGITAL BUSINESS TRANSFORMATION
Vikram Nafde
20 Chief Information Officer, Webster Bank
Transforming Banking for a Digital Future
Anish Jacob
40 Chief Information Officer and Head of FinTech, Jenius Bank
Integrating AI with Legacy Systems for Future-Ready Innovation 40
MARK SHERWOOD
Executive Vice President & Chief Information Officer, Wolters Kluwer
HARNESSING INNOVATION TO DRIVE IMPACT IN DIGITAL BUSINESS TRANSFORMATION
As Executive Vice President and Chief Information Officer at Wolters Kluwer, Mark Sherwood oversees the overall enterprise technology infrastructure with a focus on advancing their digital DNA, delivering next generation enterprise IT capabilities, transforming their operations with AI, and enhancing the workplace and customer experience. Mark and his team play an instrumental leadership role in driving the company’s overall digital transformation.
Prior to Wolters Kluwer, Mark led Infrastructure and Engineering Services at Microsoft. Before the acquisition by Microsoft, Mark was the Senior Vice President and Chief Information Officer at Nuance where he drove the effective use of information technology, security, and hosting to support agility and productivity across Nuance’s business divisions. Prior to joining Nuance, he served as the Vice President of IT at Symantec Corporation and held numerous leadership roles at Cisco Systems.
Recently, in an exclusive interview with CIO Magazine, Mark shared his professional trajectory, highlighting key lessons and experiences that shaped his path in IT leadership, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Mark. What inspired you to pursue a career in IT, and what were some early challenges you faced?
I was always fascinated by technology and how things worked. I wanted to understand what was inside the box or behind the curtain that allowed things to just “work”. It’s great to see how people, or more precisely our customers, can benefit from technology. If done right, technology can have enormous impact on people’s lives when it matters most. I think my early challenges came down to two things, not having a close enough relationship with the business and realizing we couldn’t just roll out new technology without a full change management process in place. At times, technology professionals can get too focused on the technology itself without recognizing that our goal should be to help the businesses we support to better be able to meet their goals and objectives. And in addition, customers and even society at large, benefits from this. Understanding them helps us to provide the right kind of technology in a way that allows them to leverage it.
What do you love the most about your current role?
I feel very lucky that I get to work alongside so many smart people and so many great leaders. I learn from them every day. Part of what I enjoy about my current role is the ability to partner with so many of our business leaders and to feel like my teams are helping to make a difference in the company. With five divisions, Wolters Kluwer is also a very broad and diversified group, so we get to contribute to a wide range of areas, health, accounting and legal to name a few. That makes it exciting and versatile.
How do you see the role of CIO evolving in the future?
I don’t want to step on any toes here (even my own), but the terms Chief Information Officer and Chief Digital Officer seem very outdated for me. Going forward, I think this role is mainly about two things: Innovation and Business Enablement. I think the title “CIBEO” should be what we all strive for in the future.
The CIO role is already transforming, moving beyond just keeping the corporate machine running in the IT department. CIOs are becoming strategic partners who work closely with other leaders to figure out how tech can help the company grow, innovate and future readiness.
Increasingly, CIOs focus on building strong connections across the company rather than only maintaining tech operations. That’s where our Business Relationship Management (BRM) team comes in. They help to bridge any gaps between IT and other departments to foster understanding and prevent issues like “shadow IT” making processes run smoothly.
Beyond that, the biggest hurdle is often cultural, if unaddressed. Updating the technology can happen quickly but changing established work habits and mindsets can take a lot of time. A significant part of CIO’s role should already involve leading this cultural shift, making sure everyone has a voice in tech decisions. That is not only a challenge but also makes the work more fun and human centric. IT is more about human interaction than ever before.
Looking ahead, CIOs must anticipate emerging tech. AI is already transforming how we do business, particularly with solutions like
CIOs are becoming strategic partners who work closely with other leaders to figure out how tech can help the company grow, innovate and future readiness
Agentic AI on the horizon. The CIO’s role now includes anticipating these shifts, positioning the company to capitalize on these new opportunities while managing associated risks.
What role do you think AI plays in enhancing the workplace and customer experience?
AI is a powerful tool, transforming both our internal operations and how we serve customers. For all of us at Wolters Kluwer, it automates tasks and delivers faster insights, freeing up time to focus on meaningful work.
On the customer side, AI is already driving significant value. Half of our products, which are powered by AI, already provide value and this is only increasing. Our customers, especially in healthcare, law and the legal space, need fast, accurate answers. AI helps us deliver this by quickly surfacing the most relevant insights through our solutions, which are enhanced by the decades of data and expertise that Wolters Kluwer brings. This unique blend of AI and human knowledge is key to our success.
Of course, this all heavily depends on a high-quality data, robust governance and a commitment to responsible AI use. We see AI as part of a larger system, and we’re all dedicated to protecting the integrity of our content and maintaining user trust.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I have a number of philosophies. Integrity to me is probably #1. I don’t know how anyone can
We see AI as part of a larger system, and we’re all dedicated to protecting the integrity of our content and maintaining user trust
build strong teams without having underlying trust that people will do the right thing. I think leaders need to set and demonstrate that example from the very start. Living up to commitments is another key philosophy. Once you commit to doing something, I feel strongly that you need to do whatever it takes to meet that commitment. Lastly, perhaps, would be treating everyone with respect. My view has always been that we should be allowing everyone to be their authentic selves. We should all respect and value our own differences as it’s what makes us stronger as a combined team. It’s great for me to see my personal philosophies align very well with the company values of Wolters Kluwer, including the Focus on Customer Success, Aiming High and Deliver and Win as a Team.
Is there a particular person you are grateful for who helped get you to where you are?
Well, easy answer here is my wife who has supported me, and all of our family moves and changes, over the years. Same with my two daughters who are grown now and in careers of their own. I have a number of close friends and mentors who seem to know me better than I know myself, and they have also been instrumental in my career journey. I think they all know who they are. One specific person does stand out for me. It was someone I worked for very early in my career. He taught me to focus on the big blocks and not to let everything else get in the way. He was a very casual, but outstanding, people leader. He always let you drift far enough to prove yourself out, but was there to help when you needed someone to reel you back in.
What are some of your passions outside of work? What do you like to do in your time off?
First I’d have to say it’s spending time with my family and travelling. Those who know me well would also likely say my passion for Formula 1 racing is high on the list. I enjoy going to a number of races every year and rarely miss watching them on TV when I’m not able to attend. Fortunately, I’ve found a group of buddies who share the same “sickness”. For me it goes back to the first question: I love the sport partially because of the technology of the cars and the human interactions them. I’m fascinated by having mechanical things performing consistently at such a high level and delivering. Mechanical watches interest me for the same reasons. Other than that, it’s spending time with my family and traveling.
Which technology are you investing in now to prepare for the future?
The easy answer here is “AI”, but I suspect that’s on everyone’s list. I still feel that we are just scratching the surface here in terms of how it will change our professional and personal lives. I also feel that if companies are not jumping in with both feet, they are going to be left behind, or even irrelevant in just a few years. After that, I’d say we are starting to look at quantum computing and how it’s going to turn the cybersecurity world on its head very quickly.
What is your biggest goal? Where do you see yourself in 5 years from now? Perhaps working on a Formula 1 pit crew? Likely not, though, as I suspect I’m a bit past the age group they’re looking for. My goal
I
see a lot of growth potential and fascinating work challenges at Wolters Kluwer and look forward to growing the business and making more impact in the lives of employees and our customers
has always been to help drive and support the business, of whatever company I’m with, to be more successful going forward. It’s great to see we are helping our customers delivering meaningful impact when it matters most in people’s lives. I’ve been very fortunate to have worked for a number of different very successful companies. In 5 years from now, I would still like to be involved in helping companies achieve their goals by leveraging the most upto-date and advanced technologies. I’m not sure if that will still be in a standard CIO capacity or something related, but I will probably never stray too far from the technology aspects of this business. I see a lot of growth potential and
fascinating work challenges at Wolters Kluwer and look forward to growing the business and making more impact in the lives of employees and our customers.
What advice would you give to aspiring CIOs or technology leaders?
Trust your teams to do their jobs. If you’re also doing their job, who’s doing your job? As I mentioned before, know what your big focus areas are and make sure you are devoting the appropriate amount of time to them. Don’t get completely consumed by the information wave. Treat it as a fun and informative ride, but don’t let it crush you.
RETHINKING CAREER MANAGEMENT IN 2025: STRATEGIES FOR A RESILIENT AND FUTURE-PROOF CAREER
James Rinaldi
Executive Director at Innovate@UCLA
James Rinaldi is an information technology executive with a distinguished career spanning various leadership roles in both the public and private sectors. He served as the Chief Information Officer (CIO) for NASA's Jet Propulsion Laboratory, managed by Caltech, showcasing his expertise in managing complex IT ecosystems. Prior to JPL, James was CIO for the Food and Drug Administration (FDA) bringing new organization model to the FDA. After retiring from Caltech, James holds the position of Executive Director at Innovate@UCLA. He is also a Fellow at Innovation for Large Organizations and serves on the board of directors for Pandoblox and 3GC companies, and MORI Associates. In addition, James is the Co-Chair of Avasant’s Distinguished Fellows Program. James has been a senior executive at Marriott International and IRS prior to his experience at FDA and JPL.
Invest in Skills, Not Just Roles
The days of relying on job titles for advancement are over. The World Economic Forum's 2023 Future of Jobs Report emphasizes that nearly half of the core skills required for jobs today will change within five years. Upskilling and reskilling are now critical investments.
Rather than defining yourself by your job title, focus on capabilities that transcend rolesdata literacy, critical thinking, storytelling with data, and change management, for example. Platforms like Coursera, edX, and LinkedIn Learning offer microcredentials that allow professionals to learn and demonstrate indemand skills in real-time.
Think Like a Business
Approach your career as a personal enterprise. Ask yourself: what is my value proposition? Who is my target audience? How is the market shifting?
This entrepreneurial mindset involves actively scanning the horizon for industry trends, continuously evolving your offerings, and measuring outcomes - whether in terms of projects delivered, influence gained, or problems solved. Career-savvy professionals treat their resumes like quarterly reports, updating them to reflect ROI-focused achievements.
Build a Public Presence
In an attention economy, visibility can be as critical as competence. Building a public presence through platforms like LinkedIn, Medium, or even YouTube can attract opportunities, elevate your brand, and open doors to collaborations, speaking engagements, or advisory roles.
Regularly share insights, participate in industry dialogues, and engage with professional communities. According to a 2024 LinkedIn Talent Trends report, professionals with an active online footprint are 3x more likely to be approached with opportunities.
Don't Be Loyal to Stagnation
Professional loyalty should not be synonymous with professional stagnation. Today's dynamic job market rewards agility. Experts suggest reassessing your role every 18-24 months: Are you still learning? Growing? Contributing meaningfully?
Organizations are restructuring more frequently than ever - and so should careers. Taking charge of your progression, even if that means pivoting internally or externally, is key to long-term relevance.
Use AI as Your Personal Multiplier
AI isn't just a disruptor - it's a career catalyst. Tools like ChatGPT, Grammarly, Notion AI, and GitHub Copilot are empowering individuals to ideate faster, write better, analyze deeper, and code more efficiently.
According to a McKinsey Global Institute study, up to 30% of work activities could be automated by 2030. Professionals who embrace AI as an augmentation tool rather than a threat will gain an exponential edge - turning one hour of work into the impact of three.
Build Optionality
The gig economy is no longer limited to ridesharing and freelance design. High-skilled professionals are increasingly crafting 'portfolio
ALIGNMENT BETWEEN IT LEADERSHIP AND EXECUTIVE MANAGEMENT ISN'T JUST CRITICAL; IT'S THE ABSOLUTE CORNERSTONE OF SUCCESS FOR ANY MAJOR AI OR CLOUD INITIATIVE
careers' - combining consulting, teaching, investing, writing, or startup advising.
Optionality creates financial security and intellectual stimulation. It also acts as a buffer in economic downturns. Even within full-time employment, look for side projects, advisory boards, or fractional roles that broaden your experience and network.
Lead with Empathy and Adaptability
While technical skills get your foot in the door, emotional intelligence (EQ) keeps you in the room - especially in leadership roles. Deloitte's Human Capital Trends report consistently highlights adaptability and empathy as top traits for the future of work.
As AI handles more logic and language, uniquely human traits like resilience, coaching, emotional agility, and inclusive leadership grow in value. In hybrid teams and virtual settings, empathy becomes not just a virtue but a strategic skill.
Conclusion: The Career Multiverse Awaits
2025 isn't about climbing a single corporate ladder - it's about navigating a multidimensional career landscape where growth comes from skills, not seats; impact, not hierarchy; and visibility, not tenure. The most successful professionals will blend curiosity, adaptability, and strategic action - leveraging tools like AI while staying grounded in values like empathy and continuous learning.
Whether you're an executive, technologist, creative, or consultant, the message is clear: careers of the future will be built - not given.
Vikram Nafde
Chief Information Officer, Webster Bank
Transforming Banking for a Digital Future
Vikram Nafde is the Chief Information Officer (CIO) of Webster Bank, a leading commercial bank with more than $80 billion in assets. He has over 25 years of experience in financial services technology, where he has led large-scale digital transformation, service excellence, strategic planning and delivery, mentorship, and talent development.
As a member of Webster's Executive Management Committee (EMC), Vikram collaborates with business leaders and stakeholders to deliver digital solutions that support the company's vision, mission, and goals. He is responsible for the strategy and execution of all Webster Technology, including business applications, software engineering, platforms, data, architecture, artificial intelligence, agility, tech innovation, infrastructure, and cybersecurity.
He is also a member of the CNBC Technology Executive Council, where he contributes to the ongoing discussions and insights on the latest trends and challenges in technology. In addition, he a member of member of The Wall Street Journal Technology Council, a collective community of leading technology experts from the world’s most influential companies. He is passionate about building values-driven cultures and high-performing teams that leverage innovation and best practices. Additionally, Vikram serves on the board of United Way of Coastal and Western Connecticut (UWCWCT).
Recently, in an exclusive interview with CIO Magazine, Vikram shared his professional trajectory, insights on the role of artificial intelligence and machine learning in shaping the future of banking, personal hobbies and interests, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Vikram. Tell us about your career journey and what drives your interests?
My career has always been rooted in a deep curiosity about how technology can solve real-world problems. I began as an engineer, fascinated by how systems work, and over time, I gravitated toward leadership roles where I could bridge the gap between technology innovation and business impact and outcomes. With over 25 years in technology leadership, I’ve held various technology leadership roles across the financial services industry, building expertise in software engineering, digital delivery, and strategic transformation.
When I joined Webster Bank in 2020 as Head of Software Engineering, Digital Delivery, and
Agility, I was interested in fundamentally shifting the framework on how we deliver technology solutions to the business and to our clients and I spearheaded the firmwide adoption of the Scaled Agile operating model. Since becoming CIO in early 2022, I led the technically challenging merger of equals of 2 equal asset-sized Banks, as well as multiple smaller acquisitions that drove the expansion of our portfolio. Whether it's converting our core deposits platform or integration of critical systems to improve our colleague and customer experience or to drive our revenue stream, what drives me is the challenge of aligning technologies with business goals to create meaningful outcomes—for customers, colleagues, and the communities we serve. I’m energized by orchestrating complex
transformations, integration systems that brings a meaningful impact to our business and fostering teams that deliver service excellence.
What do you love the most about your current role?
What I love most is the opportunity to shape the future of the bank through technology. At Webster, I’m privileged to work alongside talented teams who are passionate about modernizing our platforms, advancing data and AI capabilities, and building resilient, customercentric experiences. Merger of equals is always one of highest execution-risk M&A activities, so to successfully lead the various teams on the technology as well as cultural transformation was a phenomenal experience. As a member of the Executive Management Committee, I always align technology with enterprise strategy, ensuring we deliver innovative solutions that
empower clients and colleagues. Every day brings a new challenge, and every challenge is an opportunity to learn and lead with purpose.
What do you believe are the most significant challenges facing technology leaders in the financial services industry today?
There are a few that stand out. First, managing the pace of change—balancing innovation with regulatory compliance and risk. Financial services is of course a highly regulated industry, and CIOs must ensure compliance while adopting technologies like AI and other emerging technologies. Second, modernizing legacy systems while maintaining operational resilience is a persistent hurdle. And finally, attracting and retaining top technology talent in a highly competitive market is critical, particularly as larger banks, FinTechs and Big
TRUE LEADERSHIP LIES IN EXECUTING THAT VISION THROUGH STRATEGIC PLANNING, TEAM EMPOWERMENT, AND AGILE ADAPTATION TO CHALLENGES
LIKE RESOURCE CONSTRAINTS OR RAPID TECH EVOLUTION
Techs vie for the same skill sets. As I’ve learned leading Webster’s technology organization, it’s no longer enough to be a technologist; CIOs must be business strategists, change agents, and people leaders all at once.
What role do you think artificial intelligence and machine learning will play in shaping the future of banking?
AI and ML are fundamentally changing how Banks and Financial Institutions operate and serve customers. From fraud detection and credit monitoring to personalized banking experiences and predictive service models, these technologies are enabling banks to be more proactive, precise, and human-centered. That said, their deployment must be responsible—governed by ethical standards, explainability, and strong data integrity. Challenges like ensuring data quality and model transparency are significant, but AI’s potential to augment human expertise will redefine banking, making it more secure, efficient, and tailored to individual needs.
At Webster Bank, me and my team’s primary AI governance focus is ensuring that AI adoption does not introduce undue risk for the organization. We want to ensure that we comply with regulatory expectations, maintain traceable evidence of decisions, and align our AI strategy with overall enterprise business strategy. So, we partnered with colleagues from the three lines of defense, as well as legal and compliance to develop internal guidelines, formalized our AI policy, and established an AI Governance Committee to provide oversight, strategic direction, and governance for responsible and effective design, implementation, and use of AI. We will continue to mature our end-to-end AI governance practices alongside evolving requirements.
AI’S POTENTIAL TO AUGMENT HUMAN EXPERTISE WILL REDEFINE BANKING, MAKING IT MORE SECURE, EFFICIENT, AND TAILORED TO INDIVIDUAL NEEDS
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I believe in leading with clarity, empathy, and accountability. Clarity ensures alignment, aligning Webster’s technology vision with business goals is a critical part of my role as the CIO of the bank. Empathy builds trust, by cultivating collaborative, values-driven teams, we build high functioning teams that deliver excellence. Accountability drives outcomes, delivering on our technology transformation promises and our commitment to use technology to continuously improve our colleague and customer experiences.
I’ve also embraced the philosophy that learning never stops—technology evolves quickly, and staying relevant means staying humble, curious, and open to new ideas, no matter your title. This mindset guided my early career and continues to shape my leadership at Webster, where I champion continuous evolution and innovation across the teams.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve been fortunate to have many mentors along the way, but I’m especially grateful to a former manager who challenged me to think
beyond code and architecture—to think like a business leader. That shift in mindset helped me grow from a technologist into an executive who can drive both digital and organizational transformation. At Webster, I’d also highlight Luis Massiani, our President and Chief Operating Officer, and John Ciulla, our Chairman and Chief Executive Officer, whose support during my transition to CIO and trust in my ability to lead large-scale change – not just technical but also cultural and organizational - have been instrumental.
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 time with my family and staying active. I also try to carve out time to read and catch up on e-books and podcasts about new trends in tech, science, leadership, psychology, and global affairs. Sometimes my ideal weekend is that of rest and rejuvenation. Balance is important—it fuels creativity and resilience, which I bring back to my role at Webster.
What is your favorite quote?
My favorite quote is by Warren Bennis: “Leadership is the capacity to translate vision into reality.” This resonates deeply because it captures the essence of what it means to be a CIO in today’s tech-driven world—having a bold vision, like driving digital transformation or leveraging AI, is only half the equation. True leadership lies in executing that vision through strategic planning, team empowerment, and agile adaptation to challenges like resource constraints or rapid tech evolution. For me, this
quote underscores the need to inspire with big ideas while delivering tangible results, ensuring technology creates meaningful impact for the organization and its stakeholders.
What is your biggest goal? Where do you see yourself in 5 years from now?
My goal is to continue building an adaptive, future-ready technology organization at Webster—one that’s deeply integrated with the business, fueled by data, and grounded in purpose. I want Webster to be a technology leader in financial services, setting standards for innovation and client experience. In five years, I see myself still learning, still leading, and helping shape and mentor the next generation of aspiring technology leaders, as well as contribute thought leadership using my experience in a broader industry sense to help strength the CIO community and best practices.
What advice would you give to aspiring CIOs or technology leaders in the financial services industry?
Stay curious. Learn the business as deeply as you know the technology. Build diverse teams and listen to them. And above all, lead with integrity—because the trust you build will become your greatest asset in moments of uncertainty or change. I’d also advise embracing bold challenges, and seeking continuous learning through networks like the Wall Street Journal Technology Committee or the Midsize Bank Coalition of America (MBCA) for regional banking leaders. Relationships and adaptability are key to thriving as a technology leader.
Building Trust and Enabling Performance through Cybersecurity Stephanie Liew
CISO, BAT
Stephanie Liew is the Chief Information Security Officer for Asia Pacific, Middle East & Africa at BAT. She brings over 20 years of experience in cyber security, but her real strength lies in translating complex risks into clear business decisions and building teams that thrive on trust. Stephanie is known for her approachable, highenergy leadership style. She’s a transformational leader who develops mindset and behaviour to drive high performance across diverse, global teams. She is also an ICF-certified coach, a Licensed Master NLP®️ Coach, and a Human-Centred Design Practitioner. She also serves as the Cyber Security Board Member at Build a Future Team by Peoplelogy, Leadership & Career Mentor with ISACA Malaysia. Outside work, Stephanie is a proud mum of three, an advocate for diversity and inclusion, and a passionate mentor for women. She doesn’t just lead with strategy; she leads with heart.
Recently, in an exclusive interview with CIO Magazine, Stephanie shared insights on the role of cybersecurity in enabling business growth, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Stephanie. What sparked your interest in cybersecurity, and what motivated you to pursue it as a career?
That’s a fun one. Growing up, I was the second youngest of five siblings. I was constantly told what to do: by my parents, older siblings, so naturally, I developed this drive to have control over something… to take charge in my own way.
I wasn’t into dolls or soft toys. I gravitated toward strong female characters, like Wonder Woman and Charlie’s Angels. They were bold, independent, and didn’t wait around to be saved.
I’d imagine myself as Wonder Woman on the school bus, sneaking off to fight bad guys, save the day, and then return in time for dinner. It sounds funny now, but that feeling stuck.
When I started my career, cyber security wasn’t even a “thing.” It wasn’t a department. It wasn’t cool. It definitely wasn’t something people aspired to. But I saw its potential early, and more importantly, I felt its purpose.
As I grew older, cyber security gave me a real-world way to channel that same energy. It wasn’t just about protecting systems, it was about defending people, enabling businesses to thrive safely, and staying one step ahead of those trying to cause harm.
So for me, cyber wasn’t just a job choice, it was a natural fit.
What do you love the most about your current role?
What I love most is being right where cyber security meets the business.
I get to solve real-world problems, influence decisions, and make security meaningful to people who don’t speak “cyber.”
It’s not just about keeping systems safe, it’s about enabling performance, building trust, and proving that cyber security drives the business forward, not slows it down.
And honestly, nothing beats coaching highperformance teams. Helping people grow, build confidence, and lead with purpose: that’s where I find the most energy.
At the core, I know I’m protecting people, not just data. That sense of purpose? It never gets old.
What's your perspective on the role of cybersecurity in enabling business growth, and how do you see it evolving in the future?
Cyber security used to be seen as just insurance or a compliance checkbox. That’s changed.
Today, it’s a growth driver. If you can’t build digital trust, you’ll lose customer loyalty, brand credibility, and speed to market.
Looking ahead, cyber will move from reactive to predictive, augmented by AI, behaviour analytics, and real-time data to stay ahead of threats and make decisions faster.
Security won’t be an add-on. It’ll be part of the business model from day one. That’s where the real value and competitive edge will come from.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I’m flattered, but honestly, I don’t see myself that way. We’re all a work in progress, and I’m still learning every single day.
There are three principles I keep coming back to:
Control what I can. Let go of the rest. That mindset helps me stay grounded, especially in high-pressure situations.
Be human first. Cyber security is technical, yes, but people drive decisions. Empathy always makes the biggest difference.
Performance matters, but behaviour sustains it. I care just as much about how we show up as I do about KPIs, especially when no one’s watching.
I bring this to life through coaching, asking better questions, and role-modelling what trust looks like in real situations.
What's your approach to coaching teams to lead with trust, rather than control, around cybersecurity?
I create safe spaces where people feel heard, not judged.
It starts with listening, not jumping in with solutions. I help teams move from just ticking boxes to truly owning what they do. When people feel trusted, they naturally step up.
We focus on progress over perfection. I don’t micromanage: I coach, guide, and then step back. But I stay close enough, so they know I’m there if they need me.
IT’S NOT JUST ABOUT KEEPING SYSTEMS SAFE, IT’S ABOUT ENABLING PERFORMANCE, BUILDING TRUST, AND PROVING THAT CYBER SECURITY DRIVES THE BUSINESS FORWARD
PERFORMANCE MATTERS, BUT BEHAVIOUR SUSTAINS IT—I CARE JUST AS MUCH ABOUT HOW WE SHOW UP AS I DO ABOUT KPIS
It’s about creating space for people to grow, while making sure they feel supported. I want them to lead with confidence, not fear getting it wrong.
Is there a particular person you are grateful for who helped get you to where you are?
My parents taught me resilience, hard work, and grit. Those values are still my foundation.
But professionally, I’m especially grateful to a former boss who challenged me to stop playing small.
She once told me, “You don’t need to ask for permission to lead.”
That moment shifted everything for me. It gave me the push I didn’t know I needed.
What are some of your passions outside of work? What do you like to do in your time off?
I’m a mum of three active children, so weekends are full-on, in the best way.
You’ll find me juggling swimming training, running practice, dance rehearsals… and the family gym session where we challenge each other for fun.
Saturday night dinner is sacred for us. It’s our “dinner party” at home, no screens, just good food, loud conversations, and connection.
And if I ever get a quiet moment to myself, I’ll reach for one of the books collecting dust on my shelf. Reading’s my reset button, it just doesn’t happen as often as I’d like.
Which technology are you investing in now to prepare for the future?
All the shiny, state-of-the-art tech available, of course!
But honestly, my biggest investment is in people.
I’m focused on upskilling teams to work with AI, not fear it.
Tech will keep evolving. What sets us apart is how quickly our people can adapt. That’s the real edge.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to build a security culture that outlives me, one that’s deeply embedded in how people think, decide, and act.
In 5 years, I see myself influencing global strategy, whether that’s in corporate, policy, or advisory roles.
I want to help shape a more inclusive, humancentric model of leadership, one that embraces AI not just as a tool, but as a partner.
Because the future of security isn’t just about tech, it’s about how humans and machines work together to make smarter, faster, more ethical decisions.
What advice would you give to aspiring CISOs or cybersecurity professionals looking to advance in their careers?
Don’t chase titles. Chase impact.
Focus on understanding the business, not just the tech. Communicate clearly. Learn how to influence without authority, that’s where real leadership starts.
And don’t wait until you feel “ready.” You grow by stretching, not by standing still.
Take the leap. You’ll figure it out.
And if you need to bounce ideas or get unstuck, find a mentor or coach.
That support makes all the difference.
THE RISE OF AGENTIC AI: WHAT TECHNOLOGY LEADERS SHOULD KNOW IN 2025
Andrew Ash CISO,
Netacea
Andrew Ash is a CISO at Netacea, a cybersecurity company that protects websites, mobile apps, and APIs from business logic attacks such as account takeover, credential stuffing, and fake account creation. Andrew leads strategic efforts to help enterprises detect and mitigate these complex, evolving threats With a background spanning across security operations, threat intelligence, and product strategy, he brings a pragmatic, datainformed approach to risk reduction. He specialises in web traffic behaviour, Agentic AI, and business logic abuse, and plays a central role in shaping defensive operating models, enhancing detection capabilities, and aligning cybersecurity efforts with enterprise goals. Andrew also contributes to the wider industry conversation on how businesses can stay resilient against emerging forms of cyber abuse.
Agentic AI refers to a new class of artificial intelligence systems capable of acting independently to complete tasks. Unlike traditional automation, these systems do not follow fixed rules or wait for prompts. They operate with goals, interpret context, and adapt in real time. Their growing presence across digital operations signals a shift in how organisations will build, secure, and govern technology.
Understanding the concept of agency helps clarify why this shift matters. Human agency refers to our ability to act intentionally, to make decisions with purpose, and to reflect on outcomes. It involves forethought, self-regulation, and conscious control over our actions. When humans apply technology to achieve work-related goals, they are exercising this form of agency through intention and awareness.
Material agency, in contrast, describes the capacity of technologies to take action based on their design and programming. These systems may not possess consciousness, but they can influence outcomes through autonomous behaviour. An AI system that interprets data, makes decisions, and acts without ongoing human input is exhibiting material agency.
Agentic AI exists at the intersection of these two forms. It is created and directed by human actors, yet capable of executing tasks and producing outcomes independently. This raises important questions about intention, accountability, and control. The increasing sophistication of AI systems means that material agency now operates at a scale and speed that challenges conventional governance frameworks.
Recognising the interplay between human and material agency is critical. It reframes how we think about responsibility, design, and impact
in digital systems. As organisations adopt AI agents, they are not just deploying new tools, they are introducing actors into their systems, with all the complexity that implies.
Agentic AI is shifting from peripheral experimentation to a strategic role. Agents are now embedded in customer interactions, product development, and internal operations, moving beyond support tasks to deliver core outcomes. This evolution is led by so-called Frontier Firms, as highlighted in Microsoft’s 2025 Work Trend Index, which adopt emerging technologies early to reshape digital work.
As Agentic AI integrates into core operations, the focus turns to enabling it safely, sustainably, and at scale. This involves coordinated changes across architecture, security, governance, and talent to ensure autonomous systems operate within clear boundaries.
Governance
As agents begin to act within enterprise systems, conventional governance methods may prove insufficient. Organisations need to define ownership models that reflect the hybrid nature of human and machine-driven outcomes. This includes clarifying which decisions can be delegated, how exceptions are managed, and what level of oversight is proportionate to the risk. While agentic systems operate without intent in the human sense, their ability to generate unpredictable results means organisations must adopt governance structures that anticipate variance and maintain clear accountability. This is not about handing over control, but about designing for shared execution in a way that remains auditable and aligned to organisational standards.
AGENTIC AI EXISTS AT THE INTERSECTION OF HUMAN AND MATERIAL AGENCY, CAPABLE OF EXECUTING TASKS
AND PRODUCING OUTCOMES INDEPENDENTLY
Architecture
Systems must support structured data, API accessibility, and observability. As agentic systems begin to span workflows, they increasingly rely on protocols that enable secure agent-to-agent communication. These machine-to-machine interactions allow systems to delegate tasks, share context, and adapt autonomously. One of the emerging architectural patterns is the agent mesh, interconnected networks of autonomous systems that can influence each other’s decisions without clear human supervision. Google’s A2A
(Agent-to-Agent) framework exemplifies how structured protocols can support secure, auditable coordination between such agents, maintaining traceability, control, and accountability across complex digital environments.
Security
As agent meshes and autonomous coordination become more common, security models must evolve to address these new risks. Permission frameworks are essential, ensuring each agent operates within clearly defined boundaries.
AGENTIC AI WILL NOT DISPLACE HUMAN INTELLIGENCE, BUT IT WILL REDISTRIBUTE WHERE IT IS NEEDED MOST— FROM EXECUTION TO OVERSIGHT, REPETITION TO REASONING
Organisations must manage agent identities, authorise access based on roles or tasks, and enforce full visibility through logging and telemetry. The emergence of shadow AI, unsanctioned deployments initiated by business units, further expands the risk surface. Without central oversight, these agents may access and disclose sensitive data or act beyond their remit. Establishing discovery protocols, mandatory registration, and continuous monitoring is vital to ensure all agents operate safely within governance and security policy.
Talent
Effective deployment depends on interdisciplinary collaboration. Product owners, data scientists, and infrastructure teams must jointly define where autonomy is appropriate, how outcomes are measured, and how to align agentic systems with existing workflows.
A sensible starting point is with co-pilot models, where agents assist by offering recommendations while humans retain the final decision. This allows organisations to monitor performance, adjust oversight mechanisms, and develop confidence in agentic systems before broadening their application.
Agentic AI is not hype. It is a natural extension of current capabilities. It requires a change in thinking, from software as a tool to software as an actor. Organisations that prepare early will be better placed to deploy responsibly and at scale.
Agentic AI will not displace human intelligence, but it will redistribute where it is needed most. It shifts the burden from execution to oversight, from repetition to reasoning, and from managing tasks to managing outcomes.
Anish Jacob
Chief Information Officer and Head of FinTech, Jenius Bank
Integrating AI with Legacy Systems for Future-Ready Innovation
Anish Jacob is the Chief Information Officer and Head of FinTech at Jenius Bank, retail banking division of SMBC in USA. He is a visionary technology leader with over 25 years of experience in technology leadership and digital transformation within banking and financial services. As a founding force behind Jenius Bank, he played a crucial role in launching a new retail banking division for SMBC in the USA, creating a dynamic technology team and infrastructure poised for future growth. Formerly, as CIO at SMBC MANUBANK, he spearheaded enhancements in technology capabilities and led transformative initiatives. His expertise spans across business-aligned tech, data, and AI strategy, digital applications, cloud, platform engineering, cybersecurity, corporate tech, workplace tech, FinTech partnerships, and strategic technology management, all enriched by a robust foundation in leadership, architecture, mobile, digital experiences, and data from his previous experiences at American Express, Start-ups, and IBM. As a member of Executive Committee and leadership team, he works with business leaders, CxOs, and stakeholders to provide technology and data solutions that support the company's vision, mission, and goals. He holds multiple patents and serves on the advisory board for Arizona CIO. In a recent interview with CIO Magazine, Anish Jacob discussed his experience with digital transformation and AI. He shared his views on integrating AI, digital and AI transformation, and many more.
In your experience, what are the most critical factors for a successful digital transformation in today’s organizations?
In my experience leading digital transformation, you need to clearly understand your current state and your target state. Develop a clear vision, secure executive sponsorship, align with business goals, and create a shared vision that can cascade from leadership to all levels. Transformation requires a cultural change across the organization, fostering innovation, readiness to change, willingness to take calculated risks, empowering people, and breaking silos.
Another key aspect of digital transformation is bringing agility, modular architecture, and advanced technologies to your infrastructure to scale both vertically and horizontally. It is also important to adopt a customer-centric mindset instead of a product-centric approach, understanding your target customers' evolving needs, and enhancing customer experience and personalization to engage and grow with them.
Additionally, making data-driven decisions with high-quality, well-governed data and modern data infrastructure is crucial. Build trust in data across the organization and enable the development of meaningful insights in a timely manner. Business process optimization and automation can simplify and bring efficiency to your operations.
Talent and skill development is also essential, such as hiring and upskilling your workforce for digital, cloud, data, and AI roles. Lastly, develop measurable KPIs and track progress to monitor and adjust the transformation to achieve your objectives.
TRANSFORMATION
REQUIRES A CULTURAL CHANGE ACROSS THE ORGANIZATION, FOSTERING INNOVATION, READINESS TO CHANGE, WILLINGNESS TO TAKE CALCULATED RISKS, EMPOWERING PEOPLE, AND BREAKING SILOS
How do you see the role of AI evolving from a tool for efficiency to a driver of strategic differentiation?
In my opinion, AI has transcended its role as a mere tool for improving efficiency; it has evolved into a catalyst for innovation, creating entirely new avenues for business value creation. AI offers organizations the power to drive efficiency through the automation of repetitive tasks, enhancing process accuracy, and reducing operational costs. Examples include chatbots, fraud detection systems, and AI agents that augment human decisionmaking with predictive analytics. In today's environment, AI-driven efficiency has become a fundamental necessity. However, the true differentiator lies in harnessing AI for strategic growth. Imagine reinventing business models or conducting AI-powered risk assessments. Envision enhanced customer experiences through hyper-personalization, emotional AI, and dynamic user interfaces.
AI is not just a tool; it's a force that accelerates innovation by enabling businesses to identify new opportunities and develop novel products and services. In a recent conversation with a VC firm in the B2B space, they revealed that 70% of their portfolio consists of AI or AI-related start-ups at various stages. This underscores the immense innovation happening in the AI realm.
What challenges do organizations face when integrating AI and data systems into legacy infrastructure, and how can they overcome them?
Integrating AI and modern data systems into older systems brings several challenges for
many organizations. The main challenges include limited computing power and infrastructure in legacy systems, data silos, and poor data quality. AI models need large amounts of high-quality data, which may not be easily accessible due to fragmented data across old systems. Compatibility issues also arise as older technologies may not work well with new AI frameworks, leading to integration complexities. Additionally, there can be security and compliance risks, skill gaps, and resistance to change.
To overcome these challenges, consider migrating to the cloud to handle AI workloads, modernizing your data foundation, creating an AI-driven data strategy, and using hybrid architecture with APIs and middleware to connect modern AI and data systems to legacy systems. Leveraging cloud-based AI services
can provide scalable infrastructure and pre-trained models. Investing in training and developing AI skills within the organization, along with implementing robust security measures and regulatory compliance through policies and governance, can also help address these issues.
What steps should companies take to ensure ethical governance, transparency, and fairness in AI applications?
To ensure ethical governance, transparency, and fairness in AI, organizations need a strong AI governance framework and accountability. This includes setting clear AI policies and procedures for development, deployment, and controls that follow ethical standards, privacy, and bias mitigation.
AI IS NOT JUST A TOOL; IT'S A FORCE THAT ACCELERATES INNOVATION BY ENABLING BUSINESSES TO IDENTIFY NEW OPPORTUNITIES AND DEVELOP NOVEL PRODUCTS AND SERVICES
An AI board or governance structure with clear oversight roles is necessary for responsible AI technology development and deployment. Establish an ethical framework that aligns with global standards like OECD, NIST, and the EU AI Act, prioritize fairness, transparency, privacy, and foundational values relevant to your industry and region. Ensure data responsibility by auditing datasets for bias, representativeness, and provenance, using privacy-preserving techniques like anonymization and differential privacy (DP). Emphasize explainability in model design and tools, whether developed in-house or purchased, and ensure users understand how decisions are made, especially in highly regulated industries like finance and healthcare. Maintain human oversight and control on critical decisions, so AI systems can be overridden when necessary. Regularly monitor risk and impact, perform impact assessments, and continuously audit models to identify and mitigate potential harms. Develop a strong culture of training and ethical awareness across the organization by educating the workforce on AI ethics and encouraging ethical escalation when concerns arise. Be transparent with data usage, capabilities and limitations with your consumers, and stakeholders.
What skills and mindsets do leaders need to effectively guide digital and AI transformation efforts?
In my perspective, to lead digital and AI transformation, leaders need to combine technical skills, visionary ideas, and teamwork. Start with a clear vision of how digital and AI technologies can add new business value, drive growth, and improve customer experiences.
Create a strategy that uses digital and AI to motivate teams with clear goals. Leaders should have strong digital and data skills to work well with stakeholders and technical teams, and to make smart strategic decisions.
Be flexible and see change and uncertainty as opportunities. Encourage trying out new things within what's possible for the organization and promote quick learning. It's important to practice ethical and responsible AI by being fair, transparent, and accountable. Work together across different departments, break down barriers between business, tech, and others, and set shared goals that align with common business outcomes.
Invest in people through upskilling and nurturing a growth mindset to prepare the workforce for continuous learning and transformation. Finally, tie all efforts to measurable business outcomes related to ROI and customer impact.
With
AI
evolving so quickly,
how can organizations continuously reskill their workforce without falling behind?
Continuous learning should be part of your organization's culture. AI will change how we work in the future, so we need to identify skill gaps and make upskilling part of employee development. We can achieve this through partnerships with learning providers, platforms, conferences, and knowledgesharing sessions. Leaders should identify roles at risk of disruption and important future skills to prioritize focused learning programs.
To stay ahead, the organization should reward learning behaviors, set goals for ongoing development, and align career goals
MAINTAIN HUMAN OVERSIGHT AND CONTROL ON CRITICAL DECISIONS, SO AI SYSTEMS CAN BE OVERRIDDEN WHEN NECESSARY
with future skill needs. Learning should be seen as a strategic investment, not a cost.
What do you believe are the most promising innovations in AI and data that will shape the next decade?
AI is a rapidly evolving field, and the next decade will bring big changes. In my view, these three areas would be leading the way: Generative AI, Autonomous Vehicles, and Quantum Computing.
Generative AI can create new content like images, code, music, and text, which were once thought to need human creativity. This technology is pushing the limits of innovation and automating tasks in many industries.
Self-driving cars are about to change transportation, promising safer and more efficient travel, less traffic, and fewer accidents.
Quantum computing could change the world by solving problems that regular computers
can't handle. In AI, quantum computing could speed up and improve calculations, leading to big advancements in drug discovery, material science, and climate science. In financial industry, it could improve trading strategies, financial modeling etc.
How is generative AI influencing your industry, and what opportunities or risks does it present?
I work in the banking industry. In my view, Generative AI can revolutionize the banking industry by elevating customer experience, driving operational efficiency, igniting strategic growth, and fortifying defenses against fraud and cyber threats. Banks could harness generative AI to provide hyper-personalized financial insights, deploy intelligent chatbots offering 24/7 support with natural human-like interactions, and enhance fraud detection and cyber defense capabilities. Additionally, banks could utilize agentic AI to automate complex business processes, resulting in greater operational efficiency and faster decision-making.
However, this transformation comes with its own set of risks. Bias in AI-generated decisions, data privacy concerns, and evolving regulatory frameworks can pose significant compliance challenges. There is also the potential risk of eroding trust if customers receive AI-generated responses that lack transparency or empathy.
Despite these challenges, the opportunities are immense. GenAI empowers banks to innovate rapidly, enhance customer experiences, reduce costs through efficiencies, and stay competitive. In my opinion, to succeed, banks must balance innovation with responsible and ethical AI practices, ensuring transparency and human oversight where needed.
Empowering Sustainable Change Through Technology
Louise Leavey, FCCA
Expert Chief Transformation Officer
Louise Leavey is a distinguished technology executive with over 35 years of experience leading digital evolution and transformation initiatives across financial services, government, and private sectors. A Chartered Accountant by background, she brings a unique blend of financial expertise and technology leadership gained from senior roles at Metro Bank, Aviva, HM Revenue & Customs, European Bank for Reconstruction & Development (EBRD), and Virgin Media. Louise has also served as an Independent Non-Executive Director for Recognise Bank, Bank of Leumi, and SWIFT UK. She has a proven track record of driving cost optimisation, AI and data strategy implementation, and operational efficiency improvements that deliver measurable business value. Passionate about continuous innovation and mentoring future leaders, Louise is actively seeking new transformation leadership and board advisory opportunities where she can add strategic insight and guide sustainable change.
Recently, in an exclusive interview with CIO Magazine, Louise shared insights on what drives her passion for digital innovation and business transformation, personal hobbies and interests, words of wisdom, future plans, and much more. The following excerpts are taken from the interview.
What drives your passion for digital innovation and business transformation?
One of the most exciting things about my career is how long I’ve been doing what we now call “transformation” — long before it even had that label. I started working at 16, coming from a council house with no qualifications, but with a huge drive to make a difference. I led my first large-scale digital project 35 years ago, mapping processes and automating them at Monsanto as part of one of the UK’s first SAP implementations. Back then, we called it “information”; today we call it “data.” We spoke about automation; now we call it AI. The terminology evolves, but the core challenges are the same — how do we work smarter, reduce friction, and deliver value?
When I go into any organisation, the first question I always ask is: “What’s the business strategy?” and then “How is technology enabling the delivery of that strategy?” It’s phenomenal how many organisations I encounter where they either don’t know what their business strategy is, or technology has only ever been seen as a cost centre rather than an enablement centre. The first thing I do is create a business relationship function to get both parties working closely together — understanding the business strategy, looking at the current IT landscape, and identifying what technology needs to do to become an enabler to deliver that strategy.
But here’s the truth: I actually want to stop using the word transformation. It scares people. It makes employees feel they might lose their job, that the world they know is being ripped up overnight. It creates change inertia. What we really need to embrace is evolution
— continuous improvement and innovation embedded into the everyday, not treated like a disruptive event every five years.
Once we’ve done the cleanup and implemented the three-pronged attack — simplification, automation, and data and AI — you want to keep it clean, and that’s why I call it evolution. The next critical step is embedding innovation within the organisation itself. One thing I absolutely love is having every employee include an element of continuous improvement or innovation in their performance contract. For example, if you’re a process owner, you’re given tasks to find ways of improving your processes, whether using AI or other technology.
The second area that excites me is bringing in early-stage fintech or start-up organisations. I work with investment companies such as Insight Partners to bring together a cohort of really talented early-stage businesses in showcase events, sharing how technology can solve current business problems — but more importantly, how technology can create products for the business they didn’t even know they needed, giving them competitive advantage. This helps early-stage businesses get branding while taking us away from being continuously dependent on big monolithic suppliers who charge significant amounts and lock us in
Having innovation days where we ‘speed date’ these early-stage technology businesses with our business owners is really exciting because it helps shape your product landscape for the next planning process. It’s about continuous improvement, innovation, and building relationships with nimble partners rather than being dependent on large monolithic suppliers.
WHAT WE REALLY NEED TO EMBRACE IS EVOLUTION — CONTINUOUS IMPROVEMENT AND INNOVATION EMBEDDED INTO THE EVERYDAY, NOT TREATED LIKE A DISRUPTIVE EVENT EVERY FIVE YEARS
Most of the “transformations” I’ve led across banking, insurance, government, and fintech have been about cleaning up the mess — getting under the bonnet, seeing what’s actually there, and then mapping out a pragmatic roadmap that drives real, measurable impact. I always look for what I call “low hanging fruit” when I go into an organisation to see how we can find money to fund these transformations. There are significant cost optimisation opportunities around decommissioning, simplifying the IT estate, and introducing data and AI strategies.
Most organisations never seem to have enough money to spend on technology, so technology becomes outdated. Many have duplicated applications costing significant money, and they’re held accountable to suppliers like IBM, Oracle, or VMware who shake up the tree trying to get everyone to think they need expensive upgrades. I’ve seen organisations spend millions on support with one of those suppliers and only have one or two helpdesk calls per year — meaning one call could potentially cost £1.5 million. Everyone’s nervous about doing something about it, but I work with companies like Origina that help take that burden away, providing comfort that you can have all your applications supported for less than 50% of what you’re currently paying without needing those costly upgrades.
My approach is always a three-pronged attack: first, simplification of the IT estate through consolidation, rationalisation, and switching off unused applications to free up low-hanging fruit. Second, automating business processes — working closely with businesses to identify pain points and using tools like
TECHNOLOGY CHANGES FAST, BUT LEADERSHIP IS ABOUT INSPIRING AND ENABLING OTHERS — BE CURIOUS, STAY ADAPTABLE, AND NEVER UNDERESTIMATE THE POWER OF EMPATHY
Celonis and AI to automate processes, giving back revenue growth, cost optimisation, or customer satisfaction improvements. Third, writing the data and AI strategies — cleaning up the data landscape, consolidating and rationalising the data and BI technology stack, then using AI use cases to prove value around business pain points.
That’s the kind of digital innovation I’m passionate about — where we make people feel part of the solution, not victims of the process. And after four decades of using technology to
drive commercial and customer outcomes across multiple sectors, that people-first approach to evolution is what excites me most.
What opportunities or challenges do you foresee in the future of digital innovation?
The biggest opportunity lies in how businesses embrace continuous evolution rather than episodic change. The challenge, however, remains in overcoming the fear and inertia that come with change. As AI and automation
advance, organisations must balance innovation with responsibility, ensuring security, privacy, and workforce inclusion. There’s also a real need to embed innovation into everyone’s daily roles — so improvement isn’t a project but a mindset.
As a Women in Tech Advocate, what are your thoughts on diversity and inclusion in tech? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion are fundamental to true innovation. When teams reflect a broad range of experiences and perspectives, the ideas and solutions they create are richer and more impactful. Authentic conversations are essential because they break down barriers and challenge unconscious biases. Leaders must be vulnerable and open to listening, which fosters a culture of acceptance and belonging. Creating these spaces globally will be key to unlocking the full potential of technology and business.
Which technology are you investing in now to prepare for the future?
Right now, my focus is on AI and data analytics — particularly how they can drive smarter decision-making and operational efficiency across different business models and sectors. I’m particularly interested in process automation technologies using tools like Celonis and early-stage AI companies that specialise in automating business processes. The biggest opportunities I see are in using AI first within technology
delivery and testing areas where you can achieve significant productivity gains and cost savings, before expanding to customerfacing applications.
I’m also very focused on cost optimisation strategies — working with partners like Origina to help organisations reduce their technology support costs by up to 50% without compromising service quality. Beyond technology itself, I invest time in understanding the governance and ethical frameworks necessary to use these tools responsibly across various regulatory environments, and importantly, how to clean up data landscapes so that AI strategies can be built on solid foundations.
What advice would you give to aspiring leaders in tech?
My advice is to focus on continuous learning and people. Technology changes fast, but leadership is about inspiring and enabling others. Be curious, stay adaptable, and never underestimate the power of empathy. Build diverse teams and foster authentic conversations — that’s where innovation truly flourishes. And always connect your tech initiatives to clear business outcomes and real human impact. But remain true to your authentic self. People will try to block your passion and energy but if you believe in something never give up. Start at route A and if you have to get to route Z and it’s the right thing for the organisation then go for it!
Looking ahead, what’s next for you in your career journey?
After four decades of delivering large-scale change across sectors — from government and
YOU DON’T CHANGE BUSINESSES BY CHANGING SYSTEMS — YOU CHANGE THEM BY EMPOWERING PEOPLE
banking to insurance and fintech — I find myself at a career crossroads that’s actually quite exciting. I’m incredibly proud of the digital evolution I’ve driven across multiple organisations — from AI and data strategy through to cost optimisation, simplification, and enabling growth. But perhaps more than anything, I’m proud of the teams I’ve mentored and the talent I’ve helped shape across different sectors — many of whom are more than capable of carrying the torch forward.
What’s next for me is twofold. I’m looking for another major transformation challenge — ideally with a business that has a real burning platform around cost, complexity, or customer experience. I’ve built a career out of coming in, getting under the skin of an organisation, and not only fixing what’s broken but creating a foundation for continuous improvement. That’s where I thrive.
At the same time, I’m building a portfolio of board roles. I’ve previously held NED and board advisor positions in financial services — including Leumi UK, Recognise Bank, and now SWIFT — and I’m particularly interested in advising tech-driven businesses, scale-ups, and organisations navigating complex digital shifts. I bring both financial rigour and deep transformation expertise to the boardroom, and I love helping leadership teams think differently.
Ultimately, I want to use my experience to continue delivering value — whether that’s in the boardroom, in an executive capacity, or mentoring the next generation of digital leaders. And whatever I do next, it will absolutely be about people. You don’t change businesses by changing systems — you change them by empowering people
Empowering a Safer Digital World Ken Pfeil
Chief Data Officer - Commonwealth of Virginia, Commonwealth of Virginia
Ken Pfeil’s Information Technology and Security experience spans over three decades, with experience at companies such as Microsoft, Dell, Capital IQ, Miradiant Global Network, Avaya, and Merrill Lynch. Ken coauthored Microsoft's “Best Practices for Enterprise Security” white papers and participated on the Information Systems Security Association's International Privacy Advisory Board covering the initial implementation of GLBA. He reported on security risks and performed vulnerability analysis for Windows IT Pro Magazine’s “Security Administrator” publication for four years, and has been a contributing expert for Information Security, CIO and CSO Magazines, and is a Distinguished Fellow of the Ponemon Institute.
Recently, in an exclusive interview with CIO Magazine, Ken shared insights on the role of artificial intelligence and machine learning in future security solutions, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Ken. What drives your passion for security and risk management?
ONCE IRREVERSIBLE GUARDRAILS ARE SET UP TO ENSURE THE ETHICAL AND SECURITY SAFETY OF AI AND MACHINE LEARNING, THEY’LL PLAY A VALUABLE ROLE IN SECURITY SOLUTIONS
I love to work with smart people. I am always amazed at what a good team and smart individuals can accomplish. I also love how quickly things change in security and risk management because it keeps things interesting and requires constant learning so you can stay ahead of the curve.
What do you love the most about your current role?
The team at ODGA is unmatched. They are the best team that I have ever worked with. Everyone is so knowledgeable, comes to work with tireless energy to provide new ideas, and a passion to serve Virginians. There is nothing better that I could ask for!
What role do you think artificial intelligence and machine learning will play in future security solutions?
Once irreversible guardrails are set up to ensure the ethical and security safety of AI and Machine learning, they’ll play a valuable role in security solutions. Companies are already beginning to utilize these solutions for a variety of aspects. Most notably, I would love to see AI utilized more and more for threat detection and prevention.
How do you think the security landscape has changed since your book "Hack Proofing Your Network" was published?
The book was published over 20 years ago. Since then, the technical landscape has changed by leaps and bounds. Not everything is an “island and a moat” anymore. We all exist in a much bigger, more connected ecosystem. Back then, we never thought we’d have the cloud solutions that we leverage now.
While the tech has changed considerably over the last 20+ years, we still see some of the same human errors. People still fall for phishing attempts, leave things vulnerable for bad actors, and make errors responding to security incidents.
What were some key takeaways from your experience co-authoring Microsoft's "Best Practices for Enterprise Security" whitepaper series? The whitepaper series came out about 25 years ago, and it helped set the baseline for many security programs. Previously, companies may not have had a security program and security
was “IT related.” The ways of thinking covered in the whitepapers were thought to be “out of the box” back then. The papers taught better ways to form security programs and implement solutions in a more secure fashion.
Is there a particular person you are grateful for who helped get you to where you are?
Looking back, everyone that I have ever worked with at Microsoft was key to my success. If I had to name one person, Kailash Khannah, who was chief operating officer at my first CSO job about 26 years ago, helped me expand my knowledge and guided me professionally to be the professional I am today.
What are some of your passions outside of work? What do you like to do in your time off?
I like to rock climb and ride my motorcycle. I love exploring the Virginia countryside. It’s a great day when I get to spend more time with my dog, Archie!
How do you approach mentoring and developing the next generation of security professionals?
At ODGA, we emphasize real-world learning. All of our entry-level staff works with senior staff on real projects, with real scenarios. They are a part of conversations with other staff about real challenges facing our department. The best way to learn is to gain the real-world experience of working with a more senior team with their guidance. Additionally, people need meaningful work that they enjoy to push them forward in their workday and career in general.
THE BEST WAY TO LEARN IS TO GAIN THE REAL-WORLD EXPERIENCE OF WORKING WITH A MORE SENIOR TEAM WITH THEIR GUIDANCE
What is your biggest goal? Where do you see yourself in 5 years from now? Retired and on a beach!
What advice would you give to organizations looking to improve their incident response planning?
I’d say the most effective incident response planning starts with a mindset shift—from reactive to proactive. Many organizations wait until something goes wrong to assess their readiness, but the key is preparation, regular practice, and cross-functional coordination. Ensure your incident response plan is not just a document sitting on a shelf. It should be a living
framework that evolves with your organization’s technology, and the current threat landscape.
Conduct tabletop exercises and simulated attacks to test how your team performs under pressure. These drills reveal gaps in communication, decision-making, and technical controls that are often overlooked in theory. Doing these tests allows for your team to determine how to improve their incident response plan before there is an attack.
Third, foster collaboration across departments. Incident response isn’t just an IT or security function. Everyone should understand their role before an incident happens, not during.
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 ?
How to Build Digital Fluency from the Top Down
Emmanuel Ramos
Chief Solutions Officer, OZ
An accomplished senior executive with more than thirty years of experience leading business operations, P&Ls, and professional services in a diverse range of industries, Emmanuel heads the OZ Global Digital Technology Consulting practices. In this role, he is responsible for the overall execution of business and technology consulting across a diverse array of Microsoft-centered expertise areas including digital technology strategy & innovation, intelligent workflow automation, data analytics, AI, SaaS, and DevOps. Prior to OZ, Emmanuel served as SVP of Operations at Trellance, President of Aptitude Solutions, and Senior Vice President of Fiserv, a Fortune 500 company. He is a Startup Mentor at the Tampa Bay Wave incubator, a certified Project Management Professional (PMP), and certified Agile Leader.
In a recent interview with CIO Magazine, Emmanuel Ramos discussed his experience in executive decision-making and strategic growth. He shared his views on the evolving role of AI and cloud computing in enterprise growth, the importance of aligning IT and C-suite strategies, and how fostering a culture of adaptability and digital fluency within leadership teams is essential in today’s fast-paced digital environment.
AI WILL MORPH FROM A SPECIALIZED TOOL INTO A PERVASIVE, ALMOST INVISIBLE FORCE WITHIN ENTERPRISES, ACTING AS INTELLIGENT CO-PILOTS THAT AUGMENT HUMAN CAPABILITIES
How has your background in technology informed your approach to executive decision-making and strategic growth?
My grounding in technology is integral to my executive approach, allowing me to view strategic growth through the lens of interconnected systems. It’s about more than just appreciating tech; it's about understanding its architectural possibilities and limitations, ensuring that our technological capabilities at OZ Digital are not merely supportive afterthoughts but proactive drivers of our strategy. This perspective helps in
asking deeper questions about feasibility and scalability, ensuring our ambitions are wellmatched by our digital engine, effectively bridging the gap between the "geek and the boardroom."
AI is transforming industries—how do you see its role evolving within enterprise environments over the next five years?
Over the next five years, AI will morph from a specialized tool into a pervasive, almost invisible force within enterprises. We'll see
Generative AI, particularly solutions like those from our partner Microsoft, deeply embedded in everyday workflows, acting as intelligent co-pilots that augment human capabilities across various functions. The conversation will shift from if we use AI to how we orchestrate its capabilities, like those in Azure AI, across the business for compound value, all while underscoring the critical need for robust, responsible AI governance.
What
are the biggest challenges
C-suite leaders face when integrating AI into core business processes?
C-suite leaders often find that the most significant hurdles in AI integration aren't purely technical, but rather human and foundational. Key among these are ensuring data readiness and quality, as AI is only as good as the data it consumes. Bridging the talent and skills gap remains a persistent challenge, as does managing the cultural shifts and potential resistance that come with new ways of working. Furthermore, defining clear ROI, navigating ethical considerations, and seamlessly integrating AI with complex legacy systems demand careful strategic planning.
In your experience, what strategies help organizations maximize ROI from their cloud and AI investments?
Maximizing ROI from cloud and AI hinges on a disciplined, business-first strategy. It begins with anchoring every investment in a clear business outcome, not just technological novelty. A robust data strategy, often built on platforms like Microsoft Azure, is fundamental. We advise clients to start small, iterate, and scale successes, while diligently managing cloud expenditures
through FinOps principles. Crucially, ROI is unlocked by investing in people and processes, choosing the right services, and modernizing architectures, rather than simply lifting-andshifting old paradigms.
What trends are you seeing in cloudnative architecture, and how are they impacting operational efficiency and data governance?
Cloud-native architecture is now the standard for agile and resilient systems. Trends like the ubiquity of Kubernetes (such as Azure Kubernetes Service), the rise of serverless computing, and the adoption of Infrastructure as Code are transforming development. These dramatically boost operational efficiency through automation and scalability. However, this dynamism introduces new complexities for data governance. While offering granular control, the distributed nature of microservices requires modern governance tools, like Microsoft Purview, to maintain visibility and policy enforcement in these evolving landscapes.
How critical is the alignment between IT leaders and executive management when implementing AI or cloud-based strategies?
Alignment between IT leadership and executive management isn't just critical; it's the absolute cornerstone of success for any major AI or cloud initiative. When IT is seen as a strategic partner, co-creating the future rather than just a service provider, resources are correctly allocated, expectations are realistic, and adoption is more readily embraced. Without this shared vision
ALIGNMENT BETWEEN IT LEADERSHIP AND EXECUTIVE MANAGEMENT ISN'T JUST CRITICAL; IT'S THE ABSOLUTE CORNERSTONE OF SUCCESS FOR ANY MAJOR AI OR CLOUD INITIATIVE
and continuous communication, even the most technically brilliant solutions are likely to miss their strategic targets and fail to deliver intended business value.
With the rapid pace of change, how do you foster a culture of adaptability and digital fluency within your leadership team?
Fostering adaptability and digital fluency within our OZ Digital leadership team starts with leading by example through insatiable curiosity and a commitment to continuous learning. We cultivate psychological safety, allowing for experimentation and learning from setbacks. We also actively promote cross-pollination of ideas and ensure everyone understands the "why" behind technological shifts, connecting them to client needs and strategic goals. This approach helps our leadership collectively navigate and embrace change.
What core belief or leadership lesson continues to guide you as you lead through technological disruption and transformation?
The core belief that consistently guides me, especially through periods of intense technological change, is that technology must ultimately serve humanity. At OZ Digital, this translates into ensuring that innovation is purpose-driven, aimed at solving real-world problems and creating tangible value for our clients and their people. It means leading with empathy, bringing clarity to complex technological landscapes, and trusting our team to leverage these advancements responsibly to build a better future.
