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LEADING WITH AI AND A HUMAN TOUCH
Theother day, a friend asked me if I’d tried that new AI tool that writes emails for you. I smiled and said, “It’s funny you think I still write my own emails.” We both laughed. However, it got me thinking. Just a year ago, most of us saw Generative AI as an experiment. Today, it’s sitting at every conference table, quietly transforming the way we work, decide, and lead.
CIOs, especially, are feeling the shift. The pressure is on, not just to adopt GenAI, but to make it deliver real value. That’s no small feat. Between sorting through oceans of data, training teams, keeping systems secure, and answering the “what now?” questions from every direction, it can feel like building a spaceship while flying it. But here’s the good news: you’re not alone, and the opportunity is real.
In this issue of CIO Magazine, we dig deep into what it means to lead in an AI-first world. Our cover story by Motti Finkelstein, Chief Information Officer at Intel Corporation, is a must-read. Motti lays out a clear and actionable blueprint for unlocking business value with GenAI—backed by experience, not just ideas. From supply chain automation to enterprisewide digital transformation, it’s a playbook every forward-thinking CIO will appreciate.
You’ll also find a rich mix of stories that tackle the big questions: How do we build AI responsibly? How do we lead our teams through uncertainty? What does innovation look like when it’s both fast and thoughtful?
We hope this issue makes you pause, reflect, and maybe even rethink your own roadmap. The future is unfolding quickly—but with the right mindset and the right tools, there’s never been a better time to shape it.
Thanks for reading. As always, we’d love to hear what’s on your mind; drop us a message, connect online, or simply share this issue with a colleague who could use a little inspiration. Here’s to leading with clarity, courage, and curiosity.
Enjoy reading.
Sarath Shyam
MOTTI FINKELSTEIN
THE CIO’S AI-FIRST BLUEPRINT: HOW TO UNLOCK BUSINESS VALUE WITH GENAI Chief Information Officer, Intel Corp.
Richard Greenberg
ISSA International Distinguished Fellow
Redefining Boundaries: How Zero Trust and AI Are Rewriting the Security Playbook
Paul Hencoski
Principal - National Consulting Operations Leader, KPMG US
Vice Chancellor and Chief Information Officer at the University of Massachusetts, Amherst
Bridging the Gap: Making Research Computing More Accessible in Higher Ed
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 ?
MOTTI FINKELSTEIN
Chief Information Officer, Intel Corp.
THE CIO’S AI-FIRST BLUEPRINT: HOW TO UNLOCK BUSINESS VALUE WITH GENAI
Motti Finkelstein is the Corporate Vice President - Chief Information Officer (CIO) leading the Global IT organization at Intel Corporation. As CIO, Motti is focused on delivering digital business outcomes while optimizing and automating IT capabilities. The scope of his responsibilities includes data and analytics, IT support for Intel’s corporate functions and supply chain organizations, manufacturing IT, help desks, end-user technologies, architecture, and infrastructure. Motti is also an advisor for Capri Ventures and several startups (e.g., TrueFort, Velotix), and a Board Member of the American Friends of the Jerusalem College of Technology (Lev Academic Center).
Ihave a deep passion for technology and a keen interest in business, recognizing that the business dimensions of a technology company are equally as crucial as the technological innovations themselves. While technology can be intriguing on its own, its true transformative potential is realized when it effectively drives business value. This understanding underpins the efforts of our global IT teams, who are dedicated to aligning IT initiatives, including our custom GenAI framework, with strategic business objectives.
Many companies continue to impose restrictions on the use of GenAI due to concerns about data security and intellectual property leaks, which are indeed legitimate considerations. Nonetheless, GenAI will continue to grow and advance, and there is a strong demand among employees to leverage its capabilities. A conservative approach to emerging technologies, while potentially mitigating immediate risks, may inadvertently expose organizations to more significant longterm challenges. These include missing out on substantial opportunities for enhanced efficiency and growth, as well as the risk of losing technologically driven employees to more forward-thinking competitors.
In contrast, other companies have adopted a more permissive stance, allowing employees to experiment with GenAI with minimal oversight. While this approach may seem straightforward, it presents its own set of challenges, including unchecked proliferation of applications, accumulation of technical debt due to redundant efforts, inefficient resource use, and, most critical of all privacy, legal, cybersecurity, and data leakage concerns.
I see GenAI as a powerful business enabler through operational impact and employee empowerment. My goal is to optimize GenAI’s business value through standardization, tracking metrics, and strictly governing use cases.
Standardization.
Our internally developed GenAI platform is highly scalable. The backend engine connects and runs various on-premises and cloud-based models and data sources, in a secure and governed fashion. The frontend provides employees with easy-to-use, no-code tools that they can use to create their own AI assistants. We’ve also created a OneAI bot that can be easily adapted for various purposes. Using a single, standard AI architecture, business units and IT teams alike can efficiently infuse agentic AI throughout business processes. AI agents can improve customer experience, automate legal contract reviews, and answer “how do I…” questions. By funneling GenAI use cases into our enterprise GenAI platform, we help to ensure safe, responsible use of AI using approved, internally built capabilities.
We are also standardizing Intel employees’ AI experience by equipping them with AI PCs as part of our PC refresh cycle. This new breed of client device delivers a consistent, high level of performance for AI workloads. We foresee AI features being added to more and more applications, and our proactive approach avoids the added expense and effort of a midcycle PC refresh.
Tracking Metrics. Business value can’t be determined without measurable outcomes. We developed a GenAI dashboard that tracks every active GenAI use case across Intel. One part of
My goal is to optimize GenAI’s business value through standardization, tracking metrics, and strictly governing use cases
the dashboard shows at a glance how many use cases are at which lifecycle stage, from proof of concept to development to production, and which use cases have been canceled or are in an early ideation phase. To date, we have nearly 450 active GenAI use cases, about 62% of which are in production.
Another part of the dashboard tracks the number of hours GenAI has saved and translates that to an estimated savings amount. So far in 2025, we estimate that GenAI has saved nearly 1 million hours and generated nearly USD 400 million in business value.
A third part of the dashboard shows the distribution of GenAI use cases across various categories, such as productivity, cost reduction, cost mitigation, and incremental revenue.
Overall, our GenAI dashboard enables us to achieve managed, intelligent growth of GenAI. It helps us prioritize the highest-value projects and determine which new GenAI framework capabilities can be used across multiple use cases, maximizing their business value.
Use Case Governance.
We have established a managed intake process for AI use cases to continue identifying new AI opportunities and accelerating high-value projects while avoiding redundancy. The first two stages of the approval process are Intake and proof of concept (PoC). The PoC enables us to experiment and drive additional innovation. The results of the PoC drive a “Go/No Go” decision. Factors that affect AI use case approval include cost of implementation, redundancy with other solutions, usage, and value. Intel’s Information Security and Privacy teams are closely involved in the
So far in 2025, we estimate that GenAI has saved nearly 1 million hours and generated nearly USD 400 million in business value
approval process, using a secured governance model to help ensure AI solutions that are built and used inside Intel follow our security, privacy, and other regulations for responsible AI requirements.
Once approved, a use case moves to the development stage, where product features are honed in a limited production environment. This stage allows us to explore the use case’s ability for enterprise scalability. If the use case gets the green light at the end of this stage, we deploy it and operationalize it for the highest possible business value. We also share our findings and results with the industry through our IT@Intel program, via
white papers and our recently released Intel IT Annual Performance Report.
So, what’s next for GenAI at Intel? We will continue to enhance our GenAI framework, coupled with a concerted effort to promote its adoption across the entire organization. I am enthusiastic about the potential of GenAI to help chart a new course for Intel. We anticipate broadening our AI capabilities to integrate seamlessly into all core business processes, with a strong emphasis on ensuring the highest quality and reliability of our AI systems. This strategic focus will empower us to leverage our valuable data assets to cost-effectively scale our global business operations.
Redefining Boundaries: How Zero Trust and AI Are Rewriting the Security Playbook
Richard Greenberg
ISSA International Distinguished Fellow
Richard Greenberg, a well-known Cyber Security leader, evangelist, advisor, and speaker, has over 30 years of management experience, including 15 years as a CISO. He is an ISSA International Distinguished Fellow and has been inducted into their Hall of Fame. He is president of the ISSA LA Chapter. Richard is the Founder and CEO of Security Advisors LLC, offering security risk assessments, software security testing, and penetration testing, allowing organizations to continuously assess their cyber risk posture and meet compliance requirements.
In a recent interview with CIO Magazine, Richard Greenberg discussed his experience with IT and Cybersecurity. He shared his views on the entrepreneurial landscape, innovation, decision-making, and many more.
What are the most exciting trends currently reshaping the field of IT and Cybersecurity, and how should leaders adapt?
The landscape of IT and cybersecurity is changing rapidly, shaped by several technological advances and shifts in regulations. One of the biggest drivers is AI. We’re seeing its application moving beyond basic tasks and into critical areas like advanced threat detection and automated response systems. This creates both an opportunity and a challenge, as the same tools that enhance security can also be used by cybercriminals for more sophisticated attacks. As leaders, we must be proactive in adopting AI, but also prepare for AI-driven threats that might evolve faster than we can predict. This means not only integrating AI but setting up frameworks for its governance and ethical use.
Another key change is the dissolution of the traditional security perimeter. With cloud computing, edge devices, and remote work, the idea of a “secure boundary” no longer applies. We’re now living in a world where Zero Trust is becoming a necessity, where constant verification is built into every part of the organization. This doesn’t just mean technical changes; it’s a mindset shift that demands cultural alignment as well. For leaders, this means developing a strategy that’s as much about people as it is about technology.
There’s also the growing concern around supply chain security. Given the rise in interconnected systems, we’re seeing the vulnerabilities in thirdparty networks. Security can no longer be siloed within an organization but must extend to include third-party risk management. We’re seeing practices like Software Bills of Materials (SBOMs) become more essential to keep track of the software supply chain and reduce the risk of compromise.
ZERO TRUST IS BECOMING A NECESSITY, WHERE CONSTANT VERIFICATION IS BUILT INTO EVERY PART OF THE ORGANIZATION—IT'S NOT JUST TECHNICAL, IT'S CULTURAL
Lastly, cyber resilience is becoming the new standard. It’s not just about prevention anymore, but about being able to respond to and recover from attacks quickly. Leaders need to focus on creating systems that can detect threats early and adapt quickly to new risks.
How do you approach decision-making when leading through uncertainty?
When leading through uncertainty, I focus on clarity of vision while maintaining flexibility. The world is constantly changing, and situations can evolve quickly. The key to navigating uncertainty is not relying solely on predictive models or gut instinct, but instead, having a clear sense of the long-term objectives and being willing to adapt the tactics that get us there.
During times of ambiguity, I lean on data-driven insights as much as possible, but I also understand the importance of intuition. Business decisions often have a human element that cannot be quantified. I trust my team’s collective experience and insights, making sure we remain aligned with our mission while being agile enough to pivot when new information presents itself.
A big part of decision-making in uncertain times is embracing the notion that failure is a part of the process. Every setback or wrong turn provides data that helps us make better decisions next time. I ensure my team understands this, which fosters an environment where people are not afraid to take calculated risks, knowing that learning and iteration are just as important as success.
How do you differentiate between meaningful innovation and change for the sake of change?
For me, the distinction between meaningful innovation and just change for the sake of it comes
AI IS MOVING BEYOND BASIC TASKS INTO ADVANCED THREAT DETECTION AND AUTOMATED RESPONSE, CREATING BOTH OPPORTUNITY AND RISK FOR SECURITY LEADERS
down to purpose and impact. Meaningful innovation solves real-world problems or makes a tangible improvement. It’s driven by customer needs, market gaps, or a specific pain point that we’re working to address. It’s always about improving something—whether that’s enhancing user experience, increasing efficiency, or creating something entirely new.
On the other hand, change for the sake of change often arises from external pressure— keeping up with competitors or following a trend. This kind of change may seem exciting on the surface, but it doesn’t always address any fundamental issue. It can even lead to unnecessary complexity, diverting focus away from the core mission. When innovation doesn’t have a clear purpose, it can create confusion and distract from what really matters.
The best innovations are the ones that align with strategic goals, solve a problem, and add measurable value. For me, the question always comes down to: How does this make things better, and for whom?
How do you see technology — such as AI, automation, or digital transformation — impacting the entrepreneurial landscape in the next five years?
The next five years will be crucial for entrepreneurs, and technology will be their greatest ally. AI and automation are transforming the way businesses operate, especially in terms of efficiency and scalability. For example, AI can help entrepreneurs access insights faster than ever before, making it easier to identify opportunities and make databacked decisions. With automation, businesses can streamline operations, allowing small teams to focus on high-level strategy rather than getting bogged down with repetitive tasks.
Digital transformation is opening up entrepreneurship to a wider audience. It’s no longer necessary to have huge capital to start a tech-driven business. The cloud, SaaS platforms, and AI tools give anyone with an idea the tools they need to launch and scale a business from anywhere. We’re seeing more entrepreneurs able to compete globally with minimal upfront costs, which is creating a more diverse and inclusive entrepreneurial ecosystem.
However, the growing reliance on these technologies also means entrepreneurs will need to be vigilant about security and ethics. As businesses become more digital, the risks associated with data privacy and cybersecurity are higher. Entrepreneurs will need to stay ahead of these challenges, ensuring they are equipped with the knowledge and tools to protect their companies and customers.
In short, AI and automation will enable more entrepreneurs to scale faster and smarter, but they must also be conscious of the ethical implications and potential pitfalls that come with emerging technologies.
For organizations aiming to foster a more entrepreneurial culture internally, what best practices or mindsets are essential for success?
Building an entrepreneurial culture within a company requires shifting from a traditional mindset to one that values creativity, autonomy, and risk-taking. One of the key mindsets is empowering employees to take ownership of projects and ideas. When people feel trusted to innovate and experiment, they take more initiative and are more likely to contribute to the organization’s growth in unique ways.
A growth mindset is also essential. Employees should be encouraged to learn from failure rather than shy away from it. The best innovations come from taking risks, and if people feel they can fail without fear of retribution, they’re more likely to think outside the box.
Cross-functional collaboration is another important practice. Breaking down silos within an organization allows people to share ideas and solutions across departments, leading to greater creativity and faster problemsolving. The more teams collaborate, the more innovation flourishes.
Lastly, celebrating small wins is crucial. Entrepreneurial organizations understand that progress, no matter how incremental, adds up. Acknowledging achievements—even if they seem small—helps maintain momentum and keeps everyone focused on the bigger picture.
What advice would you offer to the next generation of innovators and entrepreneurs who are just getting started?
My biggest piece of advice for new entrepreneurs is to stay curious and never stop learning. The best innovations come from constantly asking questions and seeking out new perspectives. Don’t be afraid to challenge assumptions, and always look for ways to improve existing ideas or processes.
Another key point is to focus on solving real problems. Starting a business isn’t just about coming up with the next big idea; it’s about addressing a need that people have. Make sure you understand your customers deeply and tailor your product or service to their specific pain points.
Also, embrace failure as part of the journey. You’re going to face setbacks—everyone does—but what matters is how you respond. Every failure is an opportunity to learn and grow. It’s not about avoiding mistakes but about being resilient enough to bounce back and keep moving forward.
Lastly, build a support network around you. Surround yourself with people who believe in your vision, challenge you to think bigger, and provide honest feedback. Entrepreneurship can be a lonely road, but having the right people around you can make all the difference.
What keeps you inspired during the inevitable setbacks that come with ambitious goals?
During setbacks, I draw inspiration from remembering why I started. Having a clear sense of purpose helps me stay grounded when things get tough. Whether it’s a product vision, a problem I’m passionate about solving, or a personal goal, that vision keeps me focused on the long-term.
Setbacks also remind me of the learning opportunities they present. Every challenge is a chance to reflect, adjust, and improve. I think of setbacks not as failures, but as feedback— information that helps me refine my approach and get closer to success.
I also find inspiration in the people around me. My team, mentors, and even friends provide encouragement and perspective when I need it most. Their belief in the mission motivates me to keep pushing forward, even on tough days.
Lastly, resilience is a big part of staying inspired. Setbacks are part of the entrepreneurial journey, and each time I overcome one, I come out stronger and more determined.
BRIDGING THE GAP: MAKING RESEARCH COMPUTING
MORE ACCESSIBLE IN HIGHER ED
Christopher Misra
Vice Chancellor and Chief Information Officer at the University of Massachusetts, Amherst
Christopher Misra is the Vice Chancellor and Chief Information Officer at the University of Massachusetts Amherst. With more than 25 years of experience at UMass, he leads the university’s IT strategy and operations, focusing on building reliable systems and supporting the campus’s teaching, research, and public service goals. Chris also serves as Chair of the InCommon Steering Committee and is a board member for NEREN and OSHEAN. A UMass Amherst graduate with a degree in civil engineering, he approaches his work with a practical mindset and values contributing where it counts.
Research computing has been with us for decades. What’s changed dramatically is the velocity and the shape and sources of the demand.
Generative AI has broadened expectations around what’s possible with data. It’s no longer just computational physicists asking deep questions. Faculty in fields like journalism, linguistics, and archaeology are increasingly turning to computational methods to advance their work.
Questions like: Can I run a longitudinal analysis on ten years of interviews? Could I model how language shifts during crises? — are now part of the everyday conversation in disciplines that once had limited exposure to research computing.
This growing and diversifying interest, paired with increasing competition for research funding, puts institutions at a clear inflection point. What we build next — technically, strategically, and collaboratively — will determine who gets to participate in discovery, and who gets left behind.
The Case for Accessible HPC
Accessible research computing means more than logging into a cluster. It means rethinking how we onboard, support, and scale use across a broader range of disciplines and individuals.
Some researchers are entirely comfortable in Linux environments, working from the command line and compiling code on the fly. But for many others, especially in fields like the arts, social sciences, or humanities, those tools are unfamiliar, and sometimes intimidating. If our systems require advanced technical knowledge to even get started, then we're putting up unnecessary gates to entry.
That’s where interface layers like Open OnDemand and JupyterHub become essential. They provide a more intuitive, web-based experience that mirrors how many researchers already work in other software environments. This doesn’t dumb down the tools; it widens the aperture of who can use them.
We should also be expanding how we define “research computing.” It’s not just for the physical sciences. Whether it’s reconstructing ancient artifacts with 3D rendering or running machine learning models on historic text archives, computing is now embedded across the academy. Our infrastructure must meet that reality head on.
UMass Amherst: Upgrading the On-Ramp to Discovery
At UMass Amherst, we’ve seen this shift firsthand. In response, we recently completed a 400-gigabit campus network expansion, funded by the NSF’s Campus Cyberinfrastructure (CC*) program, which connects us to national and international research backbones. It’s a foundational upgrade, and it couldn’t have come at a better time.
One of the primary beneficiaries of this expansion is the NET2 cluster, used in collaboration with CERN’s ATLAS experiment at the Large Hadron Collider. As ATLAS transitions to its high-luminosity phase in 2026, data demands are expected to increase by a factor of five to ten. That’s not a theoretical need; it’s a concrete requirement to stay relevant in a global scientific collaboration.
But just as critical as the infrastructure are the people who built it. Engineers like Jessa Westclark and Daniel Uribe, both part of our team, are at the heart of this effort. Daniel started
WHAT WE BUILD NEXT — TECHNICALLY, STRATEGICALLY, AND COLLABORATIVELY — WILL DETERMINE WHO GETS TO PARTICIPATE IN DISCOVERY, AND WHO GETS LEFT BEHIND
with us as a student employee and has since grown into a network leader helping to support multi-terabyte data flows. Jessa, through early mentorship and support from the Women in Network Security (WINS) program, has become a national figure in advanced networking.
These are not side stories — they are central to the future of research computing. We often talk about bandwidth, but the people are what is most vital. And in both cases, intentional investment pays off.
Leadership as Infrastructure: Unity, Harmony, and Strategic Capacity
None of this work happens in isolation. And it certainly doesn’t start with servers.
At UMass Amherst, we launched our research computing platform, Unity, with a relatively small but targeted investment of $150,000 from our central IT budget. That seed funding allowed us to test a hypothesis: if we build a service grounded in usability, shared ownership, and value, will people use it?
They did. Unity has since grown into a system-wide service supporting all UMass campuses, as well as several colleges in the region. What started as an infrastructure project became a platform for collaboration.
Critically, the partnerships that allowed Unity to scale were already in place. Whether through the Massachusetts Green HighPerformance Computing Center (MGHPCC), our regional networks (UMassNet and NEREN), or colleagues at the University of Rhode Island, the groundwork had been laid. That trust turned into action.
This is the real role of leadership: identifying shared purpose, aligning around mission, and
investing — not just in tools, but in people and relationships that make the tools usable.
The Path Forward: From Project to Ecosystem
So where do we go from here?
First, we need to start thinking beyond projects. Too often, IT investments are framed around discrete deliverables and timelines. That approach doesn’t account for the interconnected reality of modern research. Infrastructure investments should be designed as part of ecosystems — where one upgrade enables another, and where multiple efforts reinforce each other over time.
Second, we need to embrace pre-competitive collaboration. At UMass, we compete with other institutions for students and grants. But we don’t need to compete on whether we both maintain a data center. Shared infrastructure, like MGHPCC, allows us to direct resources toward innovation instead of duplication.
Third, we need to invest in talent development with intention. That might mean sending an engineer to a WINS event instead of a mass vendor training. That might mean promoting from within, even when external hires seem faster. It’s not always the obvious choice, but long-term, it builds a pipeline that’s resilient and deeply aligned with institutional values.
Finally, and most importantly, CIOs and campus leaders must stay close to the work. Talk to researchers. Sit in on workshops. Understand what energizes your teams. In an environment with limited resources, we can’t afford to bet on the wrong priorities. Alignment — between strategy, passion, and practicality — is everything.
Building
Inclusive
Infrastructure: Discovery Without Bottlenecks
Research computing isn’t just about hardware or bandwidth. It’s about equity, access, and building ecosystems that enable people to do their best work. The future of discovery will be shaped not by who has the most powerful tools, but by who makes them accessible and usable across disciplines, institutions, and roles.
Whether you’re a CIO, IT leader, or other key decision-maker, here’s where to start:
Design for usability. Lower the barrier to entry with intuitive platforms like Open OnDemand and Jupyter that mirror how researchers already work.
Invest in talent pipelines. Support earlycareer professionals through mentorship, training, and leadership opportunities, especially with student tech hires.
Collaborate pre-competitively. Identify shared infrastructure opportunities with peer institutions to avoid redundant spending and accelerate innovation.
Think in ecosystems, not projects. Connect infrastructure upgrades to broader strategies including cybersecurity, data governance, teaching, and research support.
Stay close to the work. Engage directly with researchers. Understand their pain points and ambitions. Let their needs shape your priorities. Discovery shouldn’t be gated by outdated systems or siloed thinking. Let’s build research infrastructure that doesn’t just compute—but includes, connects, and empowers.
Transforming Consulting Operations for Success Paul Hencoski
Principal - National Consulting Operations Leader, KPMG US
Paul Hencoski serves as the National Operations Leader for Consulting, responsible for driving profitable growth across KPMG’s US Consulting business. In his role, Paul leverages data, strategic insights, and advanced technologies to evolve delivery models, enhance the employee experience, and ensure the firm’s continued success. Paul oversees planning processes, closely monitoring financial performance and guiding the firm's strategic investment strategy. His leadership ensures that the firm's solutions consistently exceed clients' expectations, fostering a culture of excellence and innovation. Leading the Consulting Operations team, Paul bridges the gap between strategic vision and its implementation, driving initiatives that align with the firm's goals and market demands. He also serves in leadership capacities on some of KPMG's most significant clients including serving as the Senior Client Executive for the State of California, State of New York, Commonwealth of Massachusetts, Commonwealth of Pennsylvania, and Cities of New York and Los Angeles.
Paul brings deep experience from the healthcare and government sectors. Previously, he served as the Consulting Leader for Healthcare and Government within the Advisory Services practice and as the firm's Chief Subject Matter Expert for Government Healthcare and Social Services. In this capacity, he oversaw over 500 professionals delivering services across KPMG's commercial healthcare, state and local government, not-for-profit, and higher education clients. Paul has extensive experience with programs including TANF, SNAP, Medicaid, Child Welfare, Child Support, and Subsidized Child Care, and is nationally recognized for his expertise in implementing the Patient Protection and Affordable Care Act (ACA) of 2010.
Recently, in an exclusive interview with CIO Magazine, Paul shared insights on the role of technology in driving consulting innovation, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Paul. What drives your passion for consulting and leadership?
My passion for consulting and leadership stems from the profound impact we can make on organizations and individuals. My parents, who were the first in their families to attend college, instilled in me a strong value for education and hard work. This foundation drives me to seek opportunities that push boundaries and enable significant growth for myself and those around me. Consulting offers a unique platform to tackle complex problems, create meaningful change, and continuously learn and adapt. Leading teams allows me to amplify this impact by fostering an environment where talented individuals can thrive and achieve their full potential. This dual role of problem-solving and mentoring is incredibly fulfilling and keeps my passion ignited every day.
What do you love the most about your current role?
I love driving impactful change and leading highperforming teams. Throughout my career, I’ve had the opportunity to work with governments and healthcare providers, helping to implement and modernize programs that directly benefit people’s lives. It’s deeply satisfying to know that our work improves access to care and enhances the effectiveness of social programs. Equally rewarding is building and motivating
TECHNOLOGY ENABLES US TO STAY AHEAD OF INDUSTRY TRENDS AND ANTICIPATE CLIENT NEEDS, DELIVERING CUTTING-EDGE SOLUTIONS THAT KEEP THEM COMPETITIVE
exceptional teams. The diverse talents and backgrounds of our team members create a dynamic and collaborative environment where we can achieve extraordinary results together.
What role do you think technology plays in driving consulting innovation?
Technology is a central driver of innovation in consulting. It provides us with the tools and platforms to analyze data, streamline processes,
and develop solutions that were previously unimaginable. By leveraging advanced technologies such as artificial intelligence, machine learning, and cloud computing, we can offer insights and efficiencies that fundamentally transform how organizations operate. Technology also enables us to stay ahead of industry trends and anticipate the needs of our clients, ensuring that we deliver cutting-edge solutions that keep them competitive in an ever-evolving landscape.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
Several core philosophies have guided my success. First, the commitment to continuous learning and growth has been pivotal. I seek out challenges that push me beyond my comfort zone, recognizing that true growth comes from overcoming obstacles.
Second, I believe in the power of mentorship, both as a mentor and a mentee. Learning from my mentors has been invaluable, and passing on that knowledge to others has been equally rewarding. Last, maintaining compassion and empathy in leadership has helped build strong, trusting relationships with colleagues and clients, driving collaborative success.
Is there a particular person you are grateful for who helped get you to where you are?
I am grateful to many individuals who have guided and supported me, but one particular
CONSULTING OFFERS A UNIQUE PLATFORM TO TACKLE COMPLEX PROBLEMS, CREATE MEANINGFUL CHANGE, AND CONTINUOUSLY LEARN AND ADAPT
mentor stands out. Early in my career, Tom Wilde, who was both our Line of Business Leader for Government and also occupied my current role as National Operations Leader for Consulting, was a key mentor. Tom taught me how to navigate complex situations, think strategically, and communicate effectively. His advice and support were instrumental during critical moments of my career, including one instance where his guidance helped resolve a challenging disagreement with another team by encouraging open dialogue and collaboration. This approach not only helped resolve the issue but also established a strong working relationship moving forward.
How do you stay current with the latest trends and advancements in consulting?
Staying current with the latest trends and advancements in consulting requires a multifaceted approach. I regularly engage with industry publications, research reports, and thought leadership to remain informed of emerging trends and best practices. Attending conferences, networking with other professionals, and participating in continuous education programs are also crucial for keeping my knowledge and skills up-todate. Additionally, I prioritize learning from my colleagues and team members, who
bring diverse perspectives and expertise to our work, ensuring that we stay at the forefront of innovation in our field.
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 in outdoor activities. My wife Juli, my daughter Ella, who is a student at the University of Alabama, and my son Jake, who is a sophomore in high school, and I enjoy traveling and experiencing new places, cultures, and especially food. I am also an avid skier and during the summer can often be found at the beach or on a golf course. Staying physically and mentally fit is also an important priority for me, and I finished my second New York City Half Marathon earlier this year. When taking a break from work, I try to read as much as I can and lately have been interested in Presidential biographies.
Which technology are you investing in now to prepare for the future?
We are currently investing in several cuttingedge technologies to prepare for the future, with a strong focus on artificial intelligence (AI) and machine learning. These technologies have the potential to revolutionize how we analyze data and develop solutions, enabling us to offer more precise and efficient services to our clients. I am particularly proud of KPMG’s unique approach to AI, which focuses not just on tools but on embedding the capabilities of AI in our delivery methods and the solutions we deploy for clients. We are also exploring advancements in cloud computing and cybersecurity to ensure that our
operations and those of our clients are secure and scalable. Continual investment in these areas positions us to stay ahead in a rapidly evolving industry.
What is your biggest goal? Where do you see yourself 5 years from now?
My biggest goal is to continue leading initiatives that drive growth and value for KPMG and our clients. In the next five years, I see myself further expanding our consulting practice, focusing on harnessing the latest technologies to tackle new and emerging challenges. Additionally, I aim to deepen our commitment to mentorship and professional development, ensuring that we cultivate the next generation of leaders who will drive our field forward. By fostering a culture of excellence and innovation, I hope to leave a lasting legacy that continues to influence and improve our industry.
What advice would you give to professionals looking to transition into consulting?
My key advice would be to embrace a mindset of continuous learning and adaptability. Consulting is a dynamic field that requires staying current with industry trends and developing a broad skill set. Networking and seeking out mentorship can provide invaluable insights and guidance during your transition. Additionally, be prepared to tackle diverse and challenging projects with a collaborative approach, as teamwork and effective communication are essential for success in consulting. Focus on building strong relationships, demonstrating your value through results, and always be open to feedback and growth.
Driving Systemic Change in Healthcare Gunjan Aggarwal
Gunjan Aggarwal is a transformative leader at the intersection of healthcare, data, and AI. With over 23 years of experience across global markets and Fortune 500 organizations, she specializes in turning complex data into humancentered strategies that improve patient outcomes. Known for driving largescale transformation and building resilient, high-impact teams, she brings clarity, compassion, and bold thinking to everything she does. Gunjan is a passionate advocate for equity in technology and care, committed to reshaping healthcare systems with empathy and precision. She currently serves on the board of HBA Central NJ and is a member of Women Business Leaders (WBL).
Recently, in an exclusive interview with CIO Magazine, Gunjan shared insights on the role of artificial intelligence in shaping the future of healthcare, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Gunjan. What drives your passion for using data, digital, and AI in healthcare?
My passion comes from seeing how technology can literally change lives when applied with intention. One moment I’ll never forget was when we used unstructured clinical notes to understand the unmet needs and readiness of patients living with a rare disease. These notes—often buried deep in EHRs—held clues that traditional metrics would never capture. AI helped surface silent struggles and identify ideal moments for intervention. That’s not “innovation” for innovation’s sake—it’s human impact at scale.
What drives me isn’t the tech itself, but what it enables: equity, access, and precision. AI isn’t the future—it’s the present. But only if we wield it with empathy.
What do you love the most about your current role?
What I love most is the ability to connect dots others don’t see—between data and human experience, between strategy and compassion. My role allows me to track the entire journey of a patient and an HCP, not just from a commercial lens, but from a deeply human one.
One friction point that hit home was in a rare pediatric disease. The therapy had to be administered in a hospital setting. But I kept thinking about the single mother, working two jobs, trying to make that happen. We realized education was lacking—not just clinical, but logistical. So we shifted the way we communicated—not just to doctors, but to families. That’s the part of my job I
AI HELPED SURFACE SILENT STRUGGLES AND IDENTIFY IDEAL MOMENTS FOR INTERVENTION— THAT’S NOT ‘INNOVATION’ FOR INNOVATION’S SAKE—IT’S HUMAN IMPACT AT SCALE
treasure most: transforming insights into real solutions that move people, not just metrics.
I’m here to make the complex simple, and the inaccessible reachable. That’s what keeps me motivated.
What role do you think AI will play in shaping the future of healthcare, and how are you preparing for it?
AI is poised to be the cornerstone of a new healthcare paradigm—one that is predictive, personalized, and preventive. It's not just about automating processes; it's about unlocking insights that were previously inaccessible, enabling proactive interventions. It's imperative that we approach AI integration with a sense of responsibility, ensuring ethical considerations are at the forefront as we reshape healthcare delivery.
We’re not racing to deploy—we’re racing to deploy responsibly. This isn’t just a tech challenge—it’s a moral one. The winners in this space will be those who build AI with both precision and purpose.
How do you stay current with the latest trends and technologies in data and AI?
Curiosity is my compass. I consume obsessively—from global AI forums to startup demo days to cross-industry think tanks. I read papers, meet with young founders, and sit in on academic debates.
But more than that, I stay grounded by staying close to patients and business needs. Trends shift. Jargon evolves. But the problems worth solving? They stay consistent. So I ask myself: Am I learning something that will help someone live
THE FUTURE WILL NOT BE LED BY THOSE WITH THE FANCIEST TECH—BUT BY THOSE WITH THE MOST FLEXIBLE THINKING
better, longer, sooner? If the answer is yes, I lean in.
Technology trends change fast, but human needs don’t. Staying current means staying curious—but grounded.
What does the term "authentic leadership" mean to you?
Authentic leadership means having the courage to challenge what’s “working.” When I took on my current role, I was told, “Things are fine as they are.” But I didn’t see fine—I saw friction. Incomplete HCP education. Fragmented patient pathways. So I pushed. I ran pilots. I tested proof-of-concepts. I influenced laterally and navigated the matrix.
Leadership, to me, means acting before you’re asked, speaking before you’re certain, and standing firm even when it’s uncomfortable. I don’t lead to keep the peace—I lead to move the needle.
What are your thoughts on diversity and inclusion in tech? How important is it to have authentic conversations to create more acceptance globally?
As an Indian woman in tech, I’ve often walked into rooms where no one looked like me—or thought like me. That’s not just isolating—it’s limiting, for everyone involved. Diversity is not a moral add-on. It’s the engine of better design, stronger models, and deeper empathy.
But real inclusion starts when we drop the polish. When hiring managers admit bias. When leaders talk less and listen more. Inclusion doesn’t begin on a stage—it begins in the systems we shape. If we want AI to serve the world, the world must help build it.
Which technology are you investing in now to prepare for the future?
I invest in mindset before machinery. Yes, we’re exploring LLMs, real-world evidence platforms, and advanced data integration, but none of it works without people who can adapt, question, and evolve.
The future will not be led by those with the fanciest tech—but by those with the most flexible thinking. I’m building teams that can unlearn and relearn fast. That’s the only tech insurance policy that matters.
What are some of your passions outside of work? What do you like to do in your time off?
I hike to recharge—and to remember perspective. Climbing Kilimanjaro and trekking to Everest Base Camp weren’t just physical feats; they were mental resets. In pharma, restructuring and change are constants. The mountains taught me to approach turbulence with calm, to zoom out before reacting, and to choose resilience over resistance.
They also reminded me what matters: balance, family, and giving my team the same grace I give myself. Leadership isn’t about being superhuman—it’s about knowing when to pause and when to push.
I’m also an avid reader, especially of historical nonfiction and leadership memoirs.
Nature resets me. Books expand me. And both remind me that resilience is built in the quiet, not just in the spotlight.
What is your biggest goal? Where do you see yourself in 5 years from now?
My north star is removing friction from the healthcare system. As both a leader and a user, I’ve experienced the disjointedness firsthand. Why can’t I log into one portal and see all my records? Why do patients still fall through cracks we know exist?
In five years, I want to be driving systemic simplification—where tech connects, not confuses. Where care begins at the point of need, not at the point of entry. I’m not building more digital layers—I’m cutting through them. We’re not just rebuilding infrastructure. We’re rebuilding trust. And I plan to lead that charge.
What advice would you give to aspiring leaders in the healthcare industry?
Don’t treat healthcare like a job—treat it like a legacy. This is the one industry where your decisions can echo in someone’s life forever. Be relentless in asking why. Be bold in challenging what’s always been done.
I’ve been told “no” more times than I can count. But I’ve learned: impact doesn’t need permission. The future of healthcare won’t be led by the cautious. It will be led by the courageous. So lead with heart. And don’t play small.
And remember: this industry doesn’t need more leaders with ambition—it needs more leaders with audacity and heart.
Making a Lasting Impact in Financial Crime Regulations
Alma M. Angotti
Senior Managing Director, FTI Consulting
Alma Angotti is a recognized expert in financial crime compliance and economic sanctions with more than 30 years of experience in both regulatory enforcement and global consulting. Alma has held senior enforcement roles at the U.S. Securities and Exchange Commission (“SEC”), the U.S. Department of the Treasury’s Financial Crimes Enforcement Network (“FinCEN”) and the Financial Industry Regulatory Authority (“FINRA”). She brings deep subject-matter expertise in regulatory compliance, including Bank Secrecy Act/Anti-money Laundering (“BSA/AML”), sanctions and counter-terrorist financing (“CFT”).
Recently, in an exclusive interview with CIO Magazine, Alma shared insights on the most pressing challenges facing the financial industry in terms of compliance and regulatory oversight, personal hobbies and interests, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Alma. What drives your passion for compliance and regulation, and how do you stay current with evolving regulatory landscapes?
I am lucky that I practice in an area that is easy to be passionate about. Financial crime, fraud, sanctions, corruption – regulation and compliance in my area helps keep people, the country and the world just a bit safer. It sounds corny but most of us in this area feel a sense of mission about what we do. I try to keep current by reading and by generating thought leadership which helps me really understand a new reg, or new guidance. A passing familiarity with these things isn’t sufficient.
What do you love the most about your current role?
I like helping clients solve important problems and working with and mentoring younger consultants. The travel to some very cool places is also a plus.
What do you believe are the most pressing challenges facing the financial industry in terms of compliance and regulatory oversight?
I think both the industry and the regulators struggle with how to keep the financial system and people safe in the face of a rapidly changing technology environment. How to embrace technology and enable innovation safely is always a balance. In addition, while technology can really supercharge compliance, it also can enable criminals and terrorists.
Can you share more about your thoughts on the future of financial crime prevention and what trends you see emerging in the industry?
It is no brilliant insight to say that artificial intelligence and machine learning are helping the industry home in on the real risk in the customer base and transaction flow. The industry is awash in data and
REGULATION AND COMPLIANCE IN MY AREA HELPS KEEP PEOPLE, THE COUNTRY AND THE WORLD JUST A BIT SAFER—IT’S A MISSION, NOT JUST A JOB
information, and it is getting easier to find the needle in the haystack. When implementing AI solutions, it will be important to remember the basic blocking and tackling of compliance. Governance, oversight and testing will be key to implementing technology tools safely.
Is there a particular person you are grateful for who helped get you to where you are?
There are many. John Nields, a partner in the firm I was with as a very young associate, who let me second chair a criminal tax trial. Bill McLucas, who was Director of the Division of Enforcement, who was the best role model for a young enforcement attorney. Steve Kroll, the chief counsel of FinCEN who convinced me to come to the agency to rebuild the enforcement program, and Ellen Zimiles who taught me how to be a consultant and a leader.
And of course, my family. My parents and my grandfather really supported me, encouraging me to do anything I thought I could do.
What does the term "authentic leadership" mean to you?
To me, authentic leadership means using the gifts and skills you have, rather than trying to be someone else. It means finding a way to be direct, with instruction, criticism and praise, with your team, with your leaders and with your clients. It also means being comfortable with dissenting opinions, and in fact encouraging them. Your team must be comfortable raising issues with you. Problems are harder to solve the older they get.
What are some of your passions outside of work? What do you like to do in your time off?
I am an avid reader, love the outdoors, and love to travel. I grew up in West Virginia, hiking and backpacking, so being in nature is my happy place. My husband and I are National Park freaks. I have a big family, mostly in DC, and we have a lot of family parties, often for no particular reason.
What is your favorite quote?
My dad always said, “we should get joy out of little things because the big ones don’t happen very often.” I think about that often and try to appreciate a pretty day, a good book, a good conversation or a good glass of wine.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to read the huge stacks of books that are all over my room. I try not to plan too much because I think then sometimes you miss opportunities. I play life a little by ear.
What advice would you give to leaders looking to strengthen their compliance programs and mitigate financial crime risks?
Make sure that your compliance department has the technology and human resources they need. It is OK to require a solid business case, but one of the biggest issues I see is the failure to keep up with technology and understaffed compliance departments.
Building Smarter Solutions for a More Reliable World
Aaron Merkin
CTO Fluke Reliability, Fortive
As Chief Technology Officer (CTO) of Fluke Reliability, Aaron Merkin oversees the development and execution of the company’s strategy delivering maintenance and reliability solutions for industrial customers. Aaron is an experienced technology executive with deep experience in technology and product strategy, solution architecture, M&A, and organizational transformation. Holding executive leadership positions at a number of enterprise solution companies, Aaron has led the successful transformation of a number of product organizations from traditional on-premise business models to full SaaS solutions. In his more than two decades of experience Aaron has worked in both private equity and publicly traded blue chip companies across multiple industries. Merkin holds a master’s degree in computer science and a bachelor’s degree in mathematics.
Recently, in an exclusive interview with CIO Magazine, Aaron opened up about his journey into tech, highlighting the key qualities that define a successful CTO, his passions outside of work, future plans, words of wisdom and much more. The following excerpts are taken from the interview.
How did you first become interested in technology and what propelled you into it?
I've been interested in technology for as long as I can remember. Growing up, my father worked for IBM as an engineer and manager, so I was exposed to technology and had computers around the house. I started experimenting with coding when I was 10 years old and ultimately fell in love with both the creative side of building products and the analytical aspect of designing and debugging code. What drives my passion is the sense of victory I feel when I finally find the root cause of a problem and solve it, a challenging bug continues to inspire me to this day!
What do you love the most about your current role?
Our customers and the solutions we build keep our customers’ production operations running in industries all over the world. Take for
example the power generation industry, where our solutions support improved reliability of the electric grid. Another example is the life sciences industry, where we help support the production of critical medical equipment. It’s the tangible impact our solutions have on improving people’s lives that I most enjoy.
What do you believe are the most important qualities or characteristics for a CTO to possess?
The three most important qualities for a CTO to possess are humility, passion for continuous improvement, and empathy. To be a member of a high-performing executive team at a technology organization, you need to be willing to surround oneself with people who are smarter and more knowledgeable than you—people who excel in their chosen field. It takes humility to accept that you are not the most knowledgeable on every topic and can lean into learning from others. The pace of innovation seems to accelerate
every day. In our collective efforts to stay ahead of it, a CTO must embrace continuous improvement and continuous learning. There’s no doubt that we are in challenging times, and many of those challenges heavily involve product and technology teams and the future of their business strategies. So, it’s important to remain empathetic as a leader and support your team through change, this also true of building great products, be empathetic and pursue a deep understanding of the challenges facing your end users.
How do you stay current with the latest developments in technology and product development?
Mostly, I listen to podcasts and follow thought leaders in the industry on social media. For example, to keep up with overall technology trends I listen to the “Dwarkesh Podcast,” “a16z,” and “Hard Fork.” “The Industrial Talk Podcast” is a great resource for trends specific to
my industry. While shows like “HanselMinutes,” “.NET Rocks,” and “The AWS Developers Podcast” are great for hands-on knowledge. Marty Cagan remains an influential voice in product management for me. Then Daniel Pink on business trends, personal development, and finally, Dario Amodei for Generative AI and topics around alignment. I’ve always got one eye on the future, and one ear listening to the best in the industry.
Is there a particular person you are grateful for who helped get you to where you are?
When I first started working at IBM fresh out of college, I was fortunate to be placed on a project supporting a Senior Technical Staff Member named Tom Brey. Tom taught me the fundamentals of hardware and software product development including systems thinking, analytical rigor, and how to navigate technical debates with more senior staff members.
TO BE A MEMBER OF A HIGH-PERFORMING EXECUTIVE TEAM, YOU NEED TO SURROUND YOURSELF WITH PEOPLE WHO ARE SMARTER AND MORE KNOWLEDGEABLE THAN YOU
His mentorship was key to getting established in the industry. When I transitioned to Dell, I found myself working for Laurie Tolson, who provided the coaching I needed to transition from an individual contributor into an executive role. She hired me for my first Chief Technology Officer role at ABB Enterprise Software.
What are some of your passions outside of work? What do you like to do in your time off?
Family is my priority, and I value the time I spend with my wife and daughters. They are competitive swimmers, so they really embody continuous improvement, resilience and focus
everyday. Outside of that, I enjoy cooking, reading, and have a long-standing interest in classic strategy board games such as Go.
What is your favorite quote?
A quote that comes to mind is one from Jim McKelvey, who cofounded the company Square. With the ubiquity of mobile payment platforms today, it’s easy to forget that when Square started, small businesses didn’t have a practical way to accept credit card payments. He and Jack Dorsey had zero experience with payment processing, no relationship with Apple, or any of the major payment platforms. However, they had a passion to
WE EXPLICITLY BUDGET INNOVATION AND EXPERIMENTATION TIME INTO OUR SCHEDULES AND HOST CROSSORGANIZATIONAL EVENTS SUCH AS HACKATHONS TO ACCELERATE PRODUCT DEVELOPMENT
solve this access issue for small businesses and artisans.
In his book, The Innovation Stack, Jim says, “by definition, no one is qualified to do something that has never been done.” This quote filters down the idea that one should not let others decide what one is capable of doing— the people best placed to disrupt an industry often come from outside of it, as they are not constrained by what is thought to be possible.
Which technology are you investing in now to prepare for the future?
Like many people, I am leaning heavily into the adoption of generative AI-based productivity tools to accelerate day to day tasks, both in my personal and professional life. Moving forward, my team and I are going all-in on the adoption of AI-assisted development with the goal of transitioning our product development process to be “human on the loop.” I expect this inversion of control in the product development
process to unleash similar productivity gains, just as the introduction of process control systems, monitored by human operators, has done for manufacturers.
What is your biggest goal? Where do you see yourself in 5 years from now?
Professionally, I am driven by our mission of enabling industrial companies to thrive through the conflicting trends of a greying workforce and navigating challenging economic headwinds.
At Fluke Reliability, we simplify connected reliability solutions for businesses that keep the world up and running. We have learned that while the industry often speaks of using AI to fill skills gaps, the best application of technology is really to fill a knowledge gap, this partnership enables us to make the skilled trades an attractive profession for the next generation of workers. By making the trades attractive to work in and using AI to lower the barriers to
BY MAKING THE TRADES ATTRACTIVE AND USING AI TO LOWER PRODUCTIVITY BARRIERS, WE CAN EMPOWER CUSTOMERS TO FACE RELIABILITY AND OPERATIONAL CHALLENGES HEAD-ON
productivity, we can empower our customers to face ongoing maintenance, reliability, and operational challenges.
I have two teenage daughters that are just beginning their college careers. Like most parents, my biggest goal is helping them get started successfully in their own careers. While neither is currently pursuing a career in my industry, both are planning careers where they are hands-on in the service of fellow human beings.
What advice would you give to product leaders looking to drive innovation and growth in their organizations?
There are two key pieces of advice that I would give—the first is to encourage customer intimacy and empathy at all levels of your organization. Most people who work in engineering organizations are inherently creative and like to solve problems—they
don’t need to be told how to build great products; they just need the inspiration of realworld customer problems.
The second is to be intentional about creating time and space for experimentation. At Fluke Reliability, we explicitly budget innovation and experimentation time into our development schedules as well as host more formal crossorganizational events such as “hackathons.” For example, we recently held a one-week “hackathon” event focused on accelerating the delivery of mobile solutions for maintenance technicians. This event combined our product team’s recognition of the need for fast delivery with our engineering team’s desire to apply cutting-edge technology/practices to our product development. The team set themselves a goal of tripling development velocity—I challenged them to 5X. We set aside the time for the team to run their event and while I can’t share specifics, for competitive reasons, I can say that I should have set the bar higher!
Shaping the Future of Cybersecurity in Academia Bob Turner
CISO, Penn State University
Bob Turner is Chief Information Security Officer at Penn State University. His team of experts, analysts and risk managers deliver identity and access tools, architecture, awareness, compliance, and security operations. Bob was Field CISO for Education at Fortinet, Inc. and the first CISO at the University of WisconsinMadison. Other cyber focused assignments include founding a company providing virtual CISOs to small business and leading cybersecurity consultants delivering cyber security services to Federal agencies. Bob served in the U.S. Navy as a submarine Radioman and surface Communications and Information Systems officer. He earned BS and MS degrees in Management and Information Security and is a Certified Information Systems Security Professional (CISSP) and Certified Chief Information Security Officer (C|CISO).
Recently, in an exclusive interview with CIO Magazine, Bob shared insights into the evolution of 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.
UNIVERSITIES AND COLLEGES ARE OLYMPIC CLASS PLAYERS IN THE CONTINUAL BATTLE TO ‘GET IT RIGHT’ IN CYBER DEFENCE
Hi Bob. What inspired you to pursue a career in cybersecurity, and what advice would you give to those looking to enter the field?
I have been involved with information security since I was a 19-year-old Radioman on the USS OMAHA (SSN 692) where I had responsibility
for handling, tracking, and disposing of highly classified messages and documents for the submarine. I was involved in cryptography and maintained encryption devices and other tools of the trade. I worked hard and learned a great deal about developing, organizing and executing security plans and gained extensive
experience in telecommunications, networking, and information systems. As I advanced in my Navy career we started using “cyber” and a tag for pretty much everything to do with information security and the protection of networks and data. This involved using people, processes and technology. I eventually was the one in charge of communications facilities and excelled by leading teams managing security for communications and information systems. Constant exposure and study was the norm and often included ever evolving cybersecurity tools and processes. As a consultant, I assisted the US Navy in creating the risk management and compliance processes and providing risk assessment “packages” for the Navy Marine Corps Intranet. Other cybersecurity tasks involved providing inspection teams, assessing executive involvement in cyber events, and building policy and processes.
After earning a Master’s in Information Technology, I began teaching cybersecurity courses at a local university and enjoyed the environment where I could help shape the future cyber work force.
With ten or so years as a consultant, teaching experience, and a desire to change the scenery from the military environment I lived in for close to 35 years, I set my sights on becoming a higher education CISO with success coming in my being selected as the University of WisconsinMadison’s first CISO.
What
do you love the most about your current role?
That’s easy – getting to know the leaders and security teams across the large and complex organization that is Penn State University. When I say large and complex, I am speaking of a program that supports 100,000 students
and 40,000 researchers, faculty and staff and 69 organizations which are the Colleges, 20+ Commonwealth Campuses and the university’s diverse business units. I come to the office every day seeking opportunities to propel the university’s Information Security program forward by leading and empowering our team and facilitate creative ways to move our programs forward. This is not just fulfilling the basic missions, it’s embracing artificial intelligence and newer techniques, tactics and procedures that provide the right security for all situations.
Can you discuss the importance of cybersecurity in higher education, and what challenges institutions face in this area?
There is no shortage of challenges in higher education cybersecurity. In a recent report I read the education sector ranked fourth in volume of ransomware attack attempts. The volume of student information including their family’s financial data is an inviting target with a hefty payoff for the criminals. We have to deal with a seemingly endless string of cyber-attacks; planning and directing security operations within the available people, processes and technology; plus guiding and implementing significant investments in cybersecurity technology, programs, and strategies. Universities and colleges are Olympic class players in the continual battle to “get it right” in cyber defence.
How do you see the field of cybersecurity evolving in the next 5-10 years?
Let’s start with artificial intelligence – the buzz phrase that is not going to die off in a couple
of years. AI has great promise to help draw focus to the real issues in defending networks and protecting information. Based on the hype and conversations going on in cybersecurity circles, I believe the need for security leaders to be up to speed, hiring of AI subject experts and credentialed technologists, and security operations staff who focus on AI will become requirements in the next few years.
I also see the field evolving to refine the knowledge, skills and abilities – possibly with layers of expertise similar to the Apprentice, Journeyman, and Master levels in trades like plumbers and electricians. Those in consulting professions will need those baseline and advanced skills to be viable players and will likely focus on specific industry verticals. In the executive ranks, the need to have those levels of professional expertise are going to need a path to the C-Suite and Boardrooms that will require more business track focus based on the industry(s) they serve.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
The famous children’s show host Fred Rogers told us to “look for the helpers”. To gain more experience, I made a practice of becoming the helper in the organizations I served in. Of course, that meant I needed to augment the practical “deck plate” experiences with additional knowledge from seminars, conferences, short courses and university level education.
I do my own homework! Never be satisfied with the “we always have done it that way” answer. If we choose to go that route, there
would be a vast library we can draw from for helpful information. Reading and absorbing lessons from others takes 4 – 6 hours per week just to keep up. More if I need to go to the next level on any topic.
Bring others along for the adventure. As a leader, I need to ensure I have a trained and enthusiastic relief in case I depart ahead of plan.
Is there a particular person you are grateful for who helped get you to where you are?
There are three!
i. Rick Sullivan was the “Leading Radioman” on my first submarine. He taught me a lot from his career experience and always encouraged me to go deeper (and no, that’s not a submarine joke). He would challenge me to get in the books and be the expert.
ii. The second was actually a group of hard charging Sailors I was part of at the Naval Submarine School when I was an instructor there. We encouraged each other to exceed expectations in the classroom and getting ahead in our careers through extra study.
iii.The third was Larry Downs. He was a retired Navy helo pilot who taught me to appreciate the nuances of business management. He encouraged me to round out my education and go for the Masters degree. From there, I was able to apply for my first CISO position – and the rest is history.
What are some of your passions outside of work? What do you like to do in your time off?
1. Family First! My wife Julie and I have been married 46 years, three adult children who gave us five grandkids. They are all close by and we enjoy spoiling the grandkids.
AI HAS GREAT PROMISE TO HELP DRAW FOCUS TO THE REAL ISSUES IN DEFENDING NETWORKS AND PROTECTING INFORMATION
2. Golf is a passion that I rarely have time for. When I do it’s not about the score, it’s an internal competition to be better than I was last season.
3. I also enjoy running. Following a medical event 18 months ago, I started running as rehabilitation. Last year I logged over 1,000 miles. I am not super-fast, but I can hang in there for a 10K at least.
Which technology are you investing in now to prepare for the future?
Artificial Intelligence – get onboard or be consumed by it. Mostly reading right now, with taking advantage of talking to researchers and exploring the easy to digest learning opportunities that surround me at the research community I serve.
What is your biggest goal? Where do you see yourself in 5 years from now?
My top goal is to promote success and elevate the cybersecurity program at Penn State University. It’s a challenge and I intend to have fun learning
and growing the program to wherever the team wants to take it.
What advice would you give to organizations looking to improve their cybersecurity posture?
1. Get in the game! Lord Baden Powell started the Boy Scouts – one of his mottos was “If it is to be, it is up to me.” That’s good advice for those on the sidelines too. Join and be part of the success story. Study, experiment, learn, grow.
2. Take it as fact that we are all vulnerable to cybercrime and work harder to implement those best practices that continue to mitigate risk to the greatest extent possible.
3. Know how to present the risk picture in terms that are familiar to the audience. Tell the story so others will get onboard with managing risk. Have an executive, manager, technical and non-technical version of every cybersecurity story.
4. Celebrate success – but not to the point of arrogance. We all can learn from each other and should not be satisfied with last month’s success.
Suraj Sharma is a C-level executive with experience in Chief Product, Technology, and Digital roles. Currently, he is Chief Knowledge & Innovation Officer at Simpson Thacher, a global leader in law firm services. Suraj drives digital and innovation strategies to enhance attorney and client experiences, including the firm’s GenAI strategy. Previously, he was the global product leader at McKinsey & Company, reporting to the Global CTO and managing a 500+ team and a 100+ product portfolio. He also served as an Associate Partner, advising tech clients on strategy, marketing, and operations. Earlier, he was a research scientist at IBM’s T J Watson Research Labs, focusing on AI/ML. Suraj holds an MBA from Carnegie Mellon University and a Bachelor’s in Computer Engineering.
In an exclusive interview with CIO Magazine, Suraj shared insights on the role of digital transformation evolving in the legal services industry 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 Suraj. Please tell us about your background and areas of interest.
I was raised in Jaipur, India, known as the “Pink City,” a place steeped in royal heritage— though, I must admit, I wasn’t among the royalty myself. After securing a top rank in the nation’s engineering examination, I completed my degree in computer science. I embarked on my professional journey in the early 2000s as a computer research scientist at IBM’s T.J. Watson Research Center, where I focused on artificial intelligence and machine learning.
Eager to expand my business acumen, I pursued an MBA from Carnegie Mellon University, and, following my graduation, spent 15 years at McKinsey & Company, where my career took two distinct paths. Initially, I served as an Associate Partner on the client service side, advising technology clients on strategy, operations and digital transformation. Later, I sought to enhance my leadership with operational expertise and took on the role of leading a global digital product organization of more than 500 professionals, developing digital capabilities for both the firm and its clients.
Most recently, I have joined Simpson Thacher as Chief Knowledge & Innovation Officer, where I drive the Firm’s digital strategy and innovation.
What do you love the most about your current role?
I have a strong technology background, and my time at McKinsey provided me with invaluable exposure to more than 50 clients across a diverse range of industries. This experience deepened my understanding of the complexities and nuances involved in digital transformation and innovation within various business contexts. It
was this insight that inspired me to join Simpson Thacher, one of the world's most prestigious law firms. Although I am not a lawyer by training, the opportunity to continue applying digital transformation and disruption in the legal sector is both challenging and rewarding. Simpson Thacher's culture is also highly impact-driven and people-focused, which aligns perfectly with my own values.
What do you believe are the most significant opportunities for innovation in the legal services industry?
The legal services industry faces significant opportunities for innovation, particularly in the areas of technology and process optimization. Workflow automation for certain tasks such as research and precedent search can save time for lawyers to devote to value-added work. Advanced AI technologies can further streamline document review, contract analysis and transaction verification, reducing costs and increasing efficiency. Additionally, there is a growing need for data analytics to provide insights into case outcomes and legal trends, enhancing strategic decision-making. The legal space is a very knowledge-rich industry and the ability to mine the best insights from that knowledge base is a true distinctive advantage for any firm.
How do you see the role of digital transformation evolving in the legal services industry over the next 5-10 years?
Over the next 5-10 years, digital transformation in the legal services industry is expected to accelerate, driven by advancements in artificial intelligence and cloud computing. These
technologies will enhance efficiency, reduce costs, and improve access to legal services. AI will automate certain tasks, such as document review and contract analysis, allowing lawyers to focus on more complex and strategic work. Additionally, we are seeing so much expansion in the space of legal tech and GenAI, potentially disrupting traditional legal practice models. Overall, the industry will continue to become more technology-driven, with a greater emphasis on innovation and client-centric solutions.
How do you stay current with the latest trends and technologies in digital transformation?
To stay current with the latest trends and technologies in digital transformation, I regularly engage with industry-specific publications, podcasts, and webinars. I have also joined professional networks and forums where experts and peers discuss advancements
and share insights. When relevant, I also attend conferences and workshops to learn from other leading practitioners and vendors. For the last few years, I have also been taking a lot of technical certifications (for example AWS Solution Architect, Azure GenAI Architect, etc.). Regularly updating my understanding through these channels helps me remain informed and competitive in the rapidly evolving digital landscape.
Is there a particular person you are grateful for who helped get you to where you are?
As the saying goes, "it takes a village." Growing up, I have been fortunate to receive unwavering support from my family, and now, from my wife and children as well. Professionally, I have benefited greatly from the guidance of numerous mentors who invested their time and expertise in my development. I am deeply grateful for
ALTHOUGH TECHNICAL EXPERTISE IS CRUCIAL, BEING A PEOPLE-FIRST LEADER IS WHAT DRIVES SUCCESS AND CREATES A THRIVING ENVIRONMENT—EVEN IN THE AI WORLD
their contributions. Recognizing that the most profound sense of fulfilment comes from making a meaningful difference in someone else’s life, I am eager to pay forward the support and mentorship I have received.
What does the term "authentic leadership" mean to you?
Authentic leadership to me is when I am true to myself, while also being transparent and honest with my team members. It means operating with integrity and demonstrating consistency between my values, words, and actions. I do my best to be self-aware, recognizing my strengths and weaknesses, and foster open communication and trust within my teams. I prioritize ethical behaviour and am committed to building meaningful relationships.
What are some of your passions outside of work? What do you like to do in your time off?
Complementing the demands and joys of work and family, I strive to maintain a disciplined approach to fitness. Whether it’s hitting the gym, playing tennis, hiking, or engaging in other sports, physical activity significantly enhances various aspects of my life. At this stage, exercise is more about mental wellbeing than physical fitness. If I had more free time, I would love to travel more for fun. My family and I place a high value on creating meaningful experiences, so we enjoy planning trips to new and exciting destinations. Last year, I started learning the flute to nurture my creative side, but I took a break due to time constraints. I’m eager to resume my music practice as soon as possible.
What is your biggest goal? Where do you see yourself in 5 years from now?
My current focus is on both continuous learning and contributing to Simpson Thacher’s growth strategy over the next 3-5 years. I am committed to achieving this impact through authentic and values-based leadership, serving as a role model for ethical practices. For me, growth is not merely about climbing the corporate ladder, it is about fostering meaningful and purposedriven initiatives that positively impact the organization, its clients, employees and the broader community.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Aspiring technology leaders who wish to make a positive impact should prioritize fostering a culture of innovation and continuous learning within their organizations. Leading by example, they should stay informed about the latest technological advancements and trends and inspire their teams to do the same. Effective communication and collaboration with stakeholders across various departments are essential to ensure that technology initiatives align with broader business objectives. While it's important to build a strong foundation and deliver quick wins, don't hesitate to take calculated, long-term risks. Although technical expertise is crucial, being a people-first leader is equally vital. People are the heart and soul of any organization, including those in the AI world, and embodying the organization's values and authentic leadership in every action is what truly drives success and builds a thriving environment.
