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THE EVOLVING ROLE OF THE CIO IN LEADING
THE DIGITAL AGE
Afew years ago, if you asked a child what a CIO does, you might have received a blank stare—or a wild guess involving spaceships or secret codes. Today, the world knows: CIOs are the architects of digital transformation, the strategists behind seamless user experiences, and the guardians of cybersecurity.
Technology is no longer just a tool—it’s the foundation of modern business. Every organization, regardless of industry, relies on digital advancements to stay competitive. But the real challenge isn’t adopting technology; it’s using it effectively and responsibly.
In this issue, we highlight some of the most pressing challenges and opportunities CIOs face. AI is transforming how businesses operate, making processes smarter and more efficient. But with great power comes great responsibility—ensuring AI is ethical, secure, and seamlessly integrated is key. Cybersecurity threats are evolving, and organizations must adopt robust frameworks to stay ahead. The cloud is no longer just about migration; it’s about optimization, security, and performance. Data-driven decision-making is giving businesses a competitive edge, but only if they break down silos and use data strategically. And sustainability is now a business necessity—Green IT practices are shaping the future of enterprise technology.
This issue features Brian Rice, McDonald’s Executive Vice President and Global Chief Information Officer, who is leading a massive digital transformation. Under his leadership, the “Digitizing the Arches” strategy is redefining customer experiences, leveraging AI, edge computing, and modernized data platforms. McDonald’s isn’t just adapting to the digital age— it’s setting new industry standards.
Beyond McDonald’s, we explore how leading CIOs are tackling today’s biggest tech challenges. From AI-driven innovation to the next evolution of cloud computing, this edition dives into the strategies shaping the future of enterprise technology.
CIOs are not just tech enablers; they are visionaries driving business success. As you turn the pages of this issue, we hope you gain valuable insights and inspiration for the road ahead.
Welcome to this edition of CIO Magazine—where the future of enterprise technology unfolds.
Enjoy Reading.
Sarath Shyam
Dr Gerald Khoury
Managing Director, The Strategy Framework From Strategy to Discontinuity: How AI is Breaking Strategy
Nada R. Sanders
Ph.D., Distinguished Professor of Supply Chain Management, Northeastern University
AI Myth No. 1: Achieving Benefits of AI Requires Huge Financial Investment
Zainol Zainuddin
Chief Technology Officer, iPay88 (M) Sdn Bhd
Making an Impact through IT Innovation and Leadership
TECH TALKS
Isabelle Gonthier
22 Chief Assessment Officer, PSI Services
AI, Security, and the Evolution of Credentialing in a Digital World
44 CEO and Co-Founder, Zebrar
Simone Clow
How Immersive Tech is Transforming Our World
44
Want to Sell or find Investor for your Business?
BRIAN RICE
COVER STORY
BRIAN RICE
EXECUTIVE VICE PRESIDENT & GLOBAL CIO, MCDONALD’S CORPORATION
Revolutionizing the Customer Experience through Digital Innovation
Brian Rice, McDonald's Executive Vice President and Global Chief Information Officer, is driving a global technology transformation - aimed at enhancing customer, restaurant crew, and employee experiences - fueling McDonald's worldwide growth.
At the heart of the strategy, "Digitizing the Arches," lies the ambition to build one of the world's largest consumer platforms and the industry’s most efficient restaurant operating system. This vision is powered by investments in AI, edge computing, and modernized data system and technology platforms.
Recently, in an exclusive interview with CIO Magazine, Brian shared insights on the evolving role of the CIO, the importance of aligning technology strategy with business goals, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Brian. How did you first become interested in technology and what propelled you into it?
My journey into technology began unexpectedly. As a freshman in college, I carpooled home with a senior graduating with an IT degree. His story, including multiple job offers in hand, was a revelation. It was a time before the tech boom, and I recognized the immense opportunity. That car ride led me to change my major and I quickly developed a passion for Technology.
What do you love the most about your current role?
Our Accelerating the Arches growth strategy is largely enabled by technology. We’re creating
one of the largest consumer platforms in the world, the easiest and most efficient restaurant operating platform, while at the same time transforming how our company operates and uses technology to drive insights and improve our employee experience.
Our scale is massive. We feed more than 65 million customers per day, we operate in 119 countries and by 2027 we will have 50,000 restaurants worldwide. We are embracing Technology to improve almost everything including creating more personalized experiences with our customers, simplifying the crew experience in our restaurants, and leveraging insights to become nimbler as a company. It’s very easy to wake up motivated each morning.
We’re creating one of the largest consumer platforms in the world, the easiest and most efficient restaurant operating platform, while at the same time transforming how our company operates and uses technology to drive insights and improve our employee experience
What do you see as the biggest opportunities and challenges facing CIOs in tech over the next 5-10 years, and how do you think the role of the CIO will evolve in response?
Clearly AI is rapidly transforming the technology landscape and will change how business is conducted in the future. CIOs have the opportunity to leverage AI to drive innovation, improve efficiency, and create new business value. Quickly jumping in and gaining experience through experimentation is important so organizations don’t fall behind.
One challenge is legacy platforms – they slow the pace of innovation. Transforming legacy platforms is typically not easy and requires investment but is very important to do in most organizations to improve speed and minimize risks.
The role of the CIO is becoming increasingly important to achieving business priorities. As a result, CIOs will need to be more strategic, innovative and business-focused. They will also need to be more collaborative, as they will need to partner even more closely with business leaders and third-party partners to achieve goals.
Can you describe your approach to leading enterprise technology teams, and what strategies do you use to motivate and inspire your team members?
The most impactful thing I can do for our business and our employees is to make sure we have a technology strategy that is aligned to the business and then make sure it’s visible, well understood, and our people can see their role in delivering the strategy. I believe that strategy should inspire our people with
what’s possible and should be tied back to the business outcomes we are trying to achieve… in McDonald’s case, how are we making the customer, employee, and crew experience better. Then, talk about the progress often.
Second, is to recognize it’s our people that make the strategy come to life. So, investing in our people, in skill development, and providing opportunities to work on career changing projects is important. We just launched our Tech Academy (an extension of Hamburger U) at McDonald’s, which is an investment we are making in developing our people’s leadership and technical skills. Putting investment behind what you say is meaningful to our team.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I believe in building a team of smart people around me, where everyone’s opinion is important. That means I need to be approachable and foster a collaborative environment. Not only within the Tech team but with our business partners. We don’t build technology for the sake of tech, so being a business-first tech leader is critical to achieving optimal results. I also believe you need to spend the time to get the story right. Simplify the message and inspire with vision, strategy and a plan that is well thought out and connected to what our business and employees care about.
Is there a particular person you are grateful for who helped get you to where you are?
A past CIO who I worked for took a chance on me. I put my hand up for an international
assignment in the Asia Pacific Region. It was a stretch assignment for me as I was early in my career and in retrospect probably wasn’t fully ready in terms of having all the right experiences. But he believed in me, and it ended up working out well and helped propel my career. I learned the business, learned how to lead a regional Technology team away from home office and it taught me many leadership skills.
What are some of your passions outside of work? What do you like to do in your time off?
I think it’s important to have passions to create meaning and purpose outside of your job and provide an outlet to manage stress. I love playing and watching sports and staying active. You’ll often find me spending time with family, on the lake, or on the golf course in my free time. I recently became a grandfather and am also embracing that role as much as possible.
Which technology are you investing in now to prepare for the future?
We’re building one of the world’s largest Consumer Platforms. We have about 170 million loyalty customers now and intend to grow to 250 million by 2027. We are introducing new capabilities around marketing and digital experiences, powered by AI, that are exciting.
We are also completely transforming the experience behind the counter for our crew and re-thinking our restaurant platform. In 2023, we announced a strategic partnership with Google, where we’re bringing Google’s cloud into our restaurants with Edge Computing. That gives
We’re building one of the world’s largest Consumer Platforms. We have about 170 million loyalty customers now and intend to grow to 250 million by 2027
us the power to do a number of interesting new things we weren’t able to do previously around GenAI, computer visioning and voice-enablement. Edge will also power our new IOT platform connecting restaurant devices onto a common data highway. This will give our restaurant teams better visibility into how restaurants are operating and will ultimately reduce equipment outages helping our restaurants run more smoothly.
What is your biggest goal? Where do you see yourself in 5 years from now? We are a few years into the mobilization of our Digitizing the Arches strategy. We are transforming and standardizing our technology platforms, building them for scale and innovation. We’re in the thick of
transformation and I look forward to seeing our strategy continue to come to life.
What advice would you give to aspiring CIOs looking to build a successful career in tech?
First, my advice is to think about how you can differentiate yourself – there are a lot of smart people in this field. Get clear on what you want to be known for. For me, it’s being a business first, collaborative relationship-based CIO.
Second, be deliberate about your career choices. Identify the experience you need that will prepare you for the CIO role. What gaps do you have, what experiences do you need? One key choice I made was to gain international experience earlier in my career and that was one of the differentiators that opened opportunities for me.
FROM STRATEGY TO DISCONTINUITY: HOW AI IS BREAKING STRATEGY
Dr Gerald Khoury
Managing Director, The Strategy Framework
Dr. Gerald Khoury is the founder of The Strategy Framework and a seasoned strategy consultant with over two decades of experience advising some of the world’s most iconic brands and government organizations. He has held key leadership roles at Gartner and IBM, focusing on strategy, enterprise architecture, and technology planning across industries. Gerald’s mission is to simplify strategy, providing leaders with the tools to develop clear, actionable, and persuasive strategies. Through his workshops and consulting, he helps organizations harness their unique strengths and transform strategy into a powerful force for innovation and execution. A widely published author and sought-after speaker, Gerald has written for numerous leading business and technology publications and has served on corporate and academic advisory boards. He frequently speaks on strategy, innovation, and leadership to industry groups worldwide.
With AI acting as a tipping point, pushing us into a highly unpredictable future, does strategy still hold any value?
AI is not just another technological advancement; it presents a tipping point that has created a fundamental break — a discontinuity — in the evolution of IT. This makes it impossible to predict the way that technology will disrupt business and society.
As AI accelerates technological change beyond predictable patterns, existing strategies are being relegated to the dustbin, and traditional strategy setting approaches have lost relevance. The only way forward is to adopt a new mindset of radical experimentation, ideation, and adaptability. Instead of trying to predict and plan, organizations must navigate uncertainty using heuristic approaches to explore and iterate.
This article delves into why AI’s role as a tipping point into a discontinuous future, challenges our approach to strategy, and how businesses can respond by fostering a culture of radical innovation.
Break Point: How AI Progress Tipped the World into a Discontinuity
Relatively small but continual advances in AI capability over several decades have been building up - to breaking point. In the same way that geological tensions and cracks lead to sudden, unpredictable earthquakes, AI developments have tipped us over the gen-AI threshold and unleashed a world-wide technological tsunami.
In the world of mathematics and graph theory, these seismic shifts in behavior are referred to as discontinuities: moments of profound change where a system shifts drastically, often unexpectedly. This results in
a "jump" or "break" in the function's trajectory. Discontinuities represent a departure from smooth, predictable change.
The maturity and impact of GenAI isn't a gradual evolution but a dramatic shift, creating impacts that defy linear extrapolation from past trends. Consequently, past performance is no longer useful in predicting future results. The rules of business strategy fundamentally change in the pre-AI versus post-AI landscape. It’s as if the fundamental laws of physics no longer apply and we must start again with basic observational experiments to work out how the new laws operate.
Strategy Assumes Predictability
Strategy makes a big assumption: what we know and understand about the past is useful for modeling, testing and making predictions about the future. Over the past decade this assumption has been strained by the increasingly rapid rate of business and social change that we’ve experienced. This phenomenon has been characterized as the age of VUCA: Volatility, Uncertainty, Complexity and Ambiguity. However, while VUCA introduced a wildcard into the strategy equation, the rules of the game still held. We could play our hand knowing that, while the stakes and level of uncertainty were higher, the same skills that allowed us to win in the past would continue to be good predictors of success in the future. VUCA caused the tech disruption curve to steepen wildly, straining our business models and approaches, but it didn’t break them: our assumptions, models and equations still held true.
AI changed that. The AI discontinuity has created a schism that decouples future success from past predictors of success. Our assumptions about products, services and
marketplaces can no longer be relied upon to work in the future. Without these assumptions in place, we cannot possibly strategize for the future. It’s like trying to imagine a universe where our laws of physics don’t apply. Should we then, simply give up on strategy?
AI Differentiates: Products and Services become mere Commodities
Any strategy that relies upon assumptions about the past to make predictions about services, products and marketplaces, is obsolete! AI decouples the future from the past.
Yet, there are some bets that AI guarantees! Everything is new again, making it a relatively level playing field; we’re all building from scratch. The winners in the future world of AI will be the players who are the fastest
to learn, reimagine and innovate. Once AI technologies reach what Gartner calls the “Plateau of Productivity” , the race will be on to productionize and monetize AI. Those who come up with the best creative, outof-the-box thinking will smash the slower moving behemoths.
However, attempts to productionize new ideas too early (in the Peak of Inflated Expectations1), will encumber organizations with additional technical debt, providing greater opportunity for more nimble organizations and startups to play leapfrog.
Does this mean you should delay implementing AI-driven projects? Absolutely not. In fact, the ability to rapidly define, launch, and deliver AI initiatives is a crucial skill for the future. It also provides a valuable opportunity
THE MATURITY AND IMPACT OF GENAI ISN'T A GRADUAL EVOLUTION BUT A DRAMATIC SHIFT, CREATING IMPACTS THAT DEFY LINEAR EXTRAPOLATION FROM PAST TRENDS
ANY STRATEGY THAT RELIES UPON ASSUMPTIONS ABOUT THE PAST TO MAKE PREDICTIONS ABOUT SERVICES, PRODUCTS AND MARKETPLACES, IS OBSOLETE! AI DECOUPLES THE FUTURE FROM THE PAST
to gauge how your stakeholders and customers respond to these new AI-powered approaches.
However, be mindful that many of these early-stage projects may fail to deliver significant business value or could soon be outpaced by more advanced technologies and platforms. We’re in an era of rapid experimentation where the landscape will be littered with new entrants and immature solutions.
Jumping at quick solutions will offer only fleeting advantage. True sustainable strategic advantage can only come from cultivating the ability to innovate rapidly and radically. Consider the concept of “autonomous innovation” — a groundbreaking, post-design paradigm that redefines how we imagine, create, and launch new products. In this new era, competitive advantage no longer hinges on having the best product, but on the capacity to generate new products at scale. In other words, the companies with the most effective automation engines will lead the way. As the technological disruption curve unfolds, one thing is certain: traditional product and service companies will disappear, and every successful company will have evolved into a tech company.
Developing a strategy today that fails to recognize and address the AI-driven discontinuity will put you in a position from which recovery may be impossible. It risks perpetually playing catch-up, scrambling to avoid becoming yet another case study on how market leaders failed to respond to disruptive change.
Strategy in a Time of Uncertainty
How do we prepare for the discontinuity? By focusing on the skills, behaviors and governance structures that we do know will be essential in the
future. Effective innovation relies on generating lots of ideas (imagination and creativity), identifying the best ideas (open mindedness and a growth mindset), leveraging contributions from the whole workforce (inclusivity and motivation) and the ability to take ideas to market (good governance). The goal is to focus on creating the foundations and mindset that prepare for long term success, and strategies must pivot from a focus on goods and services to deciding how to marshal resources to become great innovators.
To thrive in this new era, organizations need a highly flexible and adaptable strategy framework. A heuristic approach designed for uncertain environments provides exactly that, allowing for rapid learning and adjustments. The elements of this framework include:
1. Continuous Iteration: Adopting short planning cycles that allow for rapid adaptation.
2. Radical Experimentation: Fostering a safe space for testing bold, unproven ideas.
3. Scenario Planning: Preparing for multiple future states, knowing that none can be accurately predicted.
4. Collaborative Ecosystems: Proactive development of a wide range of alliances and partnerships to thrive in an AI-driven market.
The Path Forward: Rethinking Strategy in the Age of AI
To succeed in an AI-driven world, organizations must fundamentally rethink their approach to strategy. AI has tipped us into a discontinuous future where predictions based on past experience are unlikely to be useful.
Strategies must evolve into fluid, dynamic systems that can adjust in real time to the rapid pace of change. Embracing uncertainty, rather
ORGANIZATIONS NEED TO SHIFT FROM A MINDSET OF CONTROL AND PREDICTABILITY TO ONE THAT WELCOMES AMBIGUITY, UNCERTAINTY AND
DISRUPTION AS OPPORTUNITIES FOR GROWTH
than fearing it, is key. Organizations need to shift from a mindset of control and predictability to one that welcomes ambiguity, uncertainty and disruption as opportunities for growth.
This new paradigm demands a relentless commitment to experimentation and a willingness to take bold risks. Market failures are inevitable, but they should be viewed as learning opportunities rather than setbacks. The companies that will thrive are those that can rapidly test, iterate, and scale new ideas.
In the age of AI, competitive advantage will come, not from having the best products or services, but from cultivating a deep capacity for continuous innovation. Radical change is the only path forward. By embracing the AI discontinuity and fostering a culture of adaptability and creativity, organizations can turn today’s disruption into tomorrow’s strategic advantage. Those who move quickly and embrace this new reality will not only survive but lead the way into the future.
AI, Security, and the Evolution of Credentialing in a Digital World Isabelle Gonthier
Chief Assessment Officer, PSI Services
Dr. Isabelle Gonthier is PSI’s Chief Assessment Officer, where she oversees the teams responsible for ensuring overall client and program success, including test development and psychometrics services, content management, data analytics and forensics, and client experience across all global markets PSI is serving. In an executive leadership role, she draws from her 20+ years of industry experience to help define PSI’s business strategies and develop service offerings and technology roadmaps. On a client level, Isabelle is known for her keen ability to blend best practice guidance with smart innovation to set credentialing programs up for success. Isabelle has been highly engaged in advancing the testing and credentialing field, including serving as NCCA chair and psychometric commissioner, and now serving as the Chair of the I.C.E. Accreditation Services Council and as Vice-Chair on the ATP Security Committee. She is also serving as a Director on the CNAR Board of Directors. Isabelle holds the ICE-CCP (Certified Credentialing Professional) certification, demonstrating competence across all professional credentialing activities.
In this exclusive interview with the CIO Magazine, Isabelle highlights emerging trends, the impact of AI on exam security, and the evolving role of assessments in bridging the education-to-workforce gap. For CIOs and IT leaders navigating a rapidly changing digital landscape, her perspectives offer a roadmap to maintaining relevance, fairness, and excellence in high-stakes assessments.
Can you share your journey in the field of assessment and credentialing? What pivotal moments or decisions have shaped your leadership style and approach at PSI?
I started my career as a psychometrician and learned the basics of assessment and credentialing working with a large-scale licensing nursing program in Canada. This allowed me to build strong foundations in exam development and psychometrics, as well as team management and leadership. During that time, I was also given an opportunity to work with a certification program in financial planning, working on the development of their first competency profile, which was very innovative and forward-thinking at the time. I later took a senior leadership position with that financial planning organization, which continued to leverage my skills and shaped me as a leader, getting me to understand the intricacies of a credentialing program from all angles, including governance, management, and operations. It was during that time that I got involved in volunteering within the credentialing industry, participating in key initiatives and committees with organizations such as the Institute for Credentialing Excellence (I.C.E.) and the Association of Testing Publishers (ATP). I took on leadership roles within these organizations, such as Chair of the National Commission of Certifying Agencies (NCCA) and Chair of the ATP Innovation in Testing conference, and these opportunities allowed me to connect and work with many thought leaders in the credentialing industry and continue to learn and grow within that industry. I then was provided the opportunity to lead the merger of two testing organizations in Canada, and as the President
of this newly formed organization, further consolidated and established my leadership approach and developed as an assessment business leader. This then subsequently led to another major merger in the industry.
I then joined PSI Services, where I leveraged my experience and expertise to further build high-functioning assessment development and psychometric teams and now leading the Client and Assessment Office where we focus on developing and delivering valid, reliable, and fair assessments and ensuring client experience excellence throughout the process. In that role, I continue to promote the importance of thought leadership in the industry and foster the engagement of the team in key industry conferences and committees. I have the privilege of hosting the PSI Tried and Tested podcast, where I discuss key assessment and credentialing topics with various thought leaders and experts in the industry. This is an amazing opportunity to provide visibility on the important work they are doing and address topics that are top-of-mind within our industry.
The field of psychometrics has seen significant evolution over the years. How do you balance maintaining high standards with embracing innovation in testing and measurement?
Defensibility is at the forefront of everything we do, ensuring that the assessments we develop and deliver are in alignment with best practices and standards, considering what is at stake. A lot of the work we do is with organizations that certify or license professionals in healthcare, finance, construction, for instance, and the safety of the public is paramount. That is and remains the key priority in everything we do, maintaining
WE NEED TO ENSURE WE PUT IN APPROPRIATE GUARDRAILS IN USING GENERATIVE AI, BUT WE MUST EMBRACE THE CHANGE AS IT BRINGS HUGE BENEFITS IN BUILDING EFFICIENCIES AND MAKING OUR PROCESSES MORE STREAMLINED AND PRODUCTIVE
these standards and not jeopardizing outcomes. Leveraging innovations and staying relevant aligns with these outcomes, it just requires thoughtful consideration as we embrace change. One example is remote proctoring as a delivery modality. Before the pandemic, several organizations were skeptical and concerned about its use, and promoting its effectiveness and benefit was challenging, even if data showed that it did not significantly impact exam performance one way or the other. Fast forward to now, where dual modality is made available across many sectors and programs, the conversation is no longer about the effectiveness of the modality, but continuous ways to improve and enhance the experience and access for test takers, while protecting the integrity of the program. Generative AI is another innovation that pushes our industry to think differently, from adapting exam development processes to rethinking how and what we assess. We need to ensure we put in appropriate guardrails in using Generative AI, but we must embrace the change as it brings huge benefits in building efficiencies and making our processes more streamlined and productive. AI in general continues to push our limits and forces us to expand our thinking from the traditional approach.
How do you envision the role of competency-based assessments evolving in industries with growing demands for certification and licensure?
Competency-based assessments will play an increasingly important role in bridging the gap between education and workforce readiness, and it is consequently critical in defining what needs to be assessed from a credentialing standpoint. The assessment of competencies not only validates an individual’s skills, knowledge, and abilities for a specific role but also ensures they remain adaptable
in an evolving job market. In fact, according to a recent ETS survey, 80% of respondents believe that demonstrated skills will hold as much value as traditional university degrees by 2035.
Competency-based assessments provide a dynamic, evidence-based approach to verifying expertise, ensuring credentials stay relevant and reflective of real-world capabilities. This is essential for employers, organizations, and individuals. As the demand for lifelong learning grows, competency-based assessments have a significant role to play in helping industries maintain high standards while helping individuals showcase their evolving skill sets.
What emerging trends in credentialing and licensure have caught your attention, and how is PSI adapting to these changes to remain at the forefront of the industry?
One of the most exciting trends in credentialing (certification and licensure) is the integration of AI across the assessment lifecycle. After
years of theoretical discussion, we are now seeing real-world implementation – with human oversight ensuring quality and integrity. From a PSI standpoint, this includes AI-driven test preparation that personalizes feedback, AIassisted test content development with Humanin-the-Loop (HITL) processes, and AI-enhanced security measures to safeguard test integrity.
The trend towards AI-driven test security has evolved well beyond the challenges and opportunities highlighted through the adoption of remote proctoring as a test delivery modality over the course of the past number of years. For PSI, while AI supports our human proctors by flagging suspicious behavior, its role now extends across multiple security layers. This includes AIpowered identity verification with biometric checks, AI deepfake detection, AI-enabled room similarity scans, and tools to identify generative AI content. Additionally, AI-driven investigative tools help combat professional impersonation and cheating rings.
THE TREND TOWARDS AI-DRIVEN TEST SECURITY HAS EVOLVED WELL BEYOND THE CHALLENGES AND OPPORTUNITIES HIGHLIGHTED THROUGH THE ADOPTION OF REMOTE PROCTORING AS A TEST DELIVERY MODALITY OVER THE COURSE OF THE PAST NUMBER OF YEARS
With your involvement in organizations like I.C.E. and ATP, what do you see as the biggest opportunities and challenges in developing and maintaining global testing standards?
With the constant evolution of technology, and pressure to stay relevant, what is most critical for our industry is to stay engaged, work together, and collaborate on enhancing and promoting standards. Our industry is very collaborative and organizations like I.C.E. and ATP provide us with an opportunity to leverage that collaborative mindset and work together on guidelines and approaches to ensure we stay relevant and get ahead of the curve. ATP’s Innovation in Testing conference theme for the past 3 years has been about being ‘Better Together’, which reflects this collaborative mindset and recognizes that together, we are stronger and can accomplish so much. It is reflected through the work committees such as the Technology-Based Assessment (TBA) and the Security Committee, as well as the AI Advisory Committee that was put in place last year.
How is PSI leveraging data forensics, statistics, and research to ensure the integrity, fairness, and effectiveness of its assessment programs?
The PSI test security roadmap is ambitious and the move toward real-time data forensics to help us identify suspicious patterns and detect potential misconduct is an essential element as we continue to progress and enhance our approaches. Our data forensics service is already extremely effective at detecting patterns through the analysis of indices such as response similarity, error in common, score drift, or response times.
The next step is to make it faster to continue supporting the protection of the integrity of the assessments we deliver and ensure the validity of the scores provided. We implemented nextday flagging for a specific use case in 2024, and we are planning to launch automated next-day flagging in 2025. The next phase is gathering information in near real-time and then using data to support proctors in real-time. We are also enhancing our web crawling service, which searches for stolen test content on the internet, with dark web monitoring and getting as far into closed groups as we can.
One of the ways we leverage statistical analyses to ensure the fairness of the assessments we develop is to conduct Differential Analyses (DIF) to analyze whether certain demographic groups perform differently on specific test questions. This helps identify questions that might disadvantage certain groups and require further review or updates, as well as refine the approach when working with subject-matterexperts in developing and validating test content. Any disparities found are addressed by implementing targeted interventions or adjustments.
What drives your passion for advancing the fields of psychometrics and credentialing? Is there a personal mantra or experience that keeps you motivated?
Get engaged with the industry, contribute to committees and thought leadership opportunities such as conference presentations, blogs, and podcasts, connect with people to share perspectives and expertise as well as learn from them and adopt a learning and growth mindset.
Zainol Zainuddin
Chief Technology Officer, iPay88 (M) Sdn Bhd
Making an Impact through IT Innovation and Leadership
Zainol Zainuddin is a distinguished well-known leader in IT Transformation, with an extensive career spanning over three decades in IT Operations. He specializes in the Financial and Telecommunication sectors. His exemplary contributions were recognized globally in 2023 and 2024 by the Global CIO Forum, where he was honored with prestigious accolades such as the World CIO 200 Award, ASEAN CIO 100 Award, and ETCIO Transformative CIO Award. Zainol's expertise in IT Strategy, change management, and stakeholder engagement has been pivotal in driving successful transformations. He holds a B.Sc. in Mechanical Engineering from the University of Hartford and actively pursues professional development from top institutions worldwide. Recently, in an exclusive interview with CIO Magazine, Zainol shared insights on the evolution of the CTO role in the next 5-10 years, the secret sauce behind his success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Zainol. What inspired you to pursue a career in IT and leadership, and how have you seen the field evolve over time?
Being a Gen Z, I was only introduced to IT in my late teens. I was fortunate to receive a scholarship to study in the US and that's when I discovered and fell passionately in love with the world of IT. Coming up with codes to assist me in doing my engineering assignments during my university years made me more interested in IT than in the course I was majoring in. This sparked my passion for IT, driven by the desire to create and communicate using technology. As I grew older, my passion for IT deepened into a love for problem-solving and innovation. I recognized that technology wasn't just about machines; it was about improving lives and connecting people. This realization shaped my journey into leadership roles within IT, as
I sought to not only use technology but also guide teams in harnessing its potential for broader impacts.
Over the years, I've witnessed the IT field undergo significant transformations, from the rise of smartphones and cloud computing to the explosion of AI and machine learning. These advancements have reshaped how organizations operate, creating a fast-paced environment where adaptation is key. Leading in this space means staying agile, embracing change, and fostering a culture of continuous learning.
The evolution has also seen a shift in leadership itself. It's no longer just about directing others but empowering teams, encouraging innovation, and building a collaborative culture. The role now combines technical understanding with strategic vision and people management, a dynamic blend that continues to excite and challenge me.
BY HARNESSING TECHNOLOGY, I’VE FOUND NEW WAYS TO SOLVE PROBLEMS AND DRIVE PROGRESS, ENVISIONING A FUTURE
WHERE TECHNOLOGY TRANSFORMS CHALLENGES INTO OPPORTUNITIES
This journey, from an engineering university student using IT as a tool to assist with assignments, to a leader in IT, has taught me that the most powerful asset we possess is our capacity to adapt, learn, and innovate. By harnessing technology, I’ve found new ways to solve problems and drive progress, envisioning a future where technology transforms challenges into opportunities.
What do you love the most about your current role?
As a CTO for nearly seven years, I often receive inquiries about what I enjoy the most in my role. My hope is that my response will inspire young professionals in the IT field to aspire to become a CTO or CIO in the future. One key aspect of my job is the freedom it offers to shape the IT department, its culture, direction, and priorities in alignment with business goals, while also fostering innovation and collaboration.
What I find most fulfilling includes driving strategic IT transformation by leading digital initiatives, modernizing legacy systems, and implementing cutting-edge solutions to propel business growth and enhance customer experiences. I also enjoy solving complex challenges, such as tackling cybersecurity threats, ensuring regulatory compliance, and addressing system performance issues to provide seamless digital payment experiences.
Empowering talent is another fulfilling aspect, where I mentor teams, foster leadership, and cultivate a culture of innovation. Selecting the right talent and driving continuous improvement are critical elements of this process.
Cross-functional collaboration plays a significant role in my job. Working with business leaders, regulators, and technology partners to
align IT with business goals helps bridge the gap between technology and business.
Staying ahead of technological trends is exciting, especially learning about new innovations like cloud-native architectures, AI, and cybersecurity, and applying these to realworld challenges. Being involved in industry forums adds an additional layer of excitement.
Making an impact is also rewarding, as I drive innovations that improve customer experiences, enhance security, and streamline operations. I contribute to the firm’s growth and the financial ecosystem.
Finally, shaping the IT culture is something I relish. Defining how IT operates, collaborates, and situates itself within the company allows me to build a high-energy, innovative, and accountable IT organization.
How do you see the role of the CTO evolving in the next 5-10 years, and what skills and qualities will be essential for success in this role?
In the next 5-10 years, the role of the Chief Technology Officer will evolve significantly as technology continues to advance and business landscapes change. The CTO will become increasingly pivotal in driving digital transformation, innovation, and strategic alignment in organizations.
CTOs will need to adapt to emerging technologies such as artificial intelligence, machine learning, data platform, cyber security and quantum computing, integrating these into business models to create competitive advantages. They will play a key role in fostering a culture of innovation, ensuring that the organization remains agile and responsive to market changes.
Skills in strategic visioning will be essential, as CTOs will need to foresee technological trends and evaluate their potential impact on the business. Strong leadership and interpersonal skills will be crucial for guiding diverse teams and collaborating with other executives. The ability to communicate complex technical concepts to non-technical stakeholders will be vital in promoting cross-functional alignment and securing buy-in for technological initiatives.
Cybersecurity acumen will become even more critical as the volume and sophistication of cyber threats increase. CTOs must ensure robust security measures are in place to protect sensitive data and maintain trust with customers.
CTO will need to focus on sustainability and ethical technology use, driving initiatives that reduce environmental impact and promote responsible AI deployment. An understanding of global compliance regulations and data privacy laws will also be important as businesses operate across international boundaries.
In summary, CTOs will need a blend of technical expertise, strategic insight, and strong leadership abilities to navigate the complexities of future business environments and drive successful technological advancements.
You have been a recipient of numerous awards and recognitions over the course of your career including World CIO 200 Award, the ASEAN CIO 100 Award, and the ETCIO Transformative CIO award. Our readers would love to know the secret sauce behind your success. I believe my success is largely attributed to a steadfast commitment to excellence. I always strive to be the best at what I do, not just for personal achievement, but to drive a real,
CTO WILL NEED TO FOCUS ON SUSTAINABILITY AND ETHICAL TECHNOLOGY USE, DRIVING INITIATIVES THAT REDUCE ENVIRONMENTAL IMPACT
AND PROMOTE
RESPONSIBLE AI DEPLOYMENT
measurable impact within the organization. Consistency in delivering what I promise is fundamental to building trust and credibility in my role.
Equally important is nurturing a strong, cohesive, and resilient team that shares my vision and dedication. Their capability to work alongside me ensures that we create a meaningful impact that is both seen and felt throughout the organization. Our efforts produce results that resonate and continue to benefit the company well beyond my tenure.
Building a lasting legacy is a priority, one where the impact of our work continues to be discussed and appreciated even after I've moved on. I focus on creating solutions and improvements that leave a mark, fostering an environment of continuous improvement and innovation.
Participating in events as a speaker or panelist, and sharing my thoughts and experiences on LinkedIn, helps make me noticed by the industry and the organizations that organize awards, both regionally and globally.
My efforts are focused on establishing a brand within the IT sector, particularly in the Financial Services industry, which is a field I am deeply passionate about. I strive to align my strategic initiatives with industry trends, leveraging technology to drive transformation and growth. Through this dedication, I aim to leave a notable and lasting impact, highlighting my career achievements and contributions to the industry.
What does the term "authentic leadership" mean to you?
To me, authentic leadership is deeply rooted in selfawareness, which requires a clear understanding
of one's values, strengths, and weaknesses. This awareness enables leaders to engage genuinely with others, fostering trust among stakeholders and team members. Consistency is crucial, as authentic leaders align their actions with their values by setting clear ethical standards and adhering to them, even in challenging situations. Transparent communication is essential, characterized by honesty and openness, where leaders actively listen to feedback and share both successes and shortcomings. Staying humble, no matter how high your position, is vital. Authentic leaders inspire by empowering others, encouraging creativity and innovation in an environment where team members feel valued and motivated. Resilience and adaptability are key traits, enabling leaders to manage setbacks, navigate changing circumstances, learn from experiences, and remain flexible in their strategies. Emotional intelligence plays a significant role in managing one's emotions and understanding others, leading to empathetic relationships and effective conflict resolution.
RESILIENCE AND ADAPTABILITY ARE KEY TRAITS, ENABLING LEADERS TO MANAGE SETBACKS, NAVIGATE CHANGING CIRCUMSTANCES, LEARN FROM EXPERIENCES, AND REMAIN FLEXIBLE IN THEIR STRATEGIES
Authentic leaders possess a compelling vision with a long-term focus, prioritizing sustainable progress over short-term gains. They cultivate a positive organizational culture that values inclusivity, diversity, and respect, enhancing team cohesion and collaboration. Finally, authentic leaders maintain a learning-oriented mindset, welcoming new insights, embracing change, and encouraging continuous growth within their team. By integrating these elements, authentic leadership goes beyond mere authority, establishing a style based on integrity, trust, and respect, which fosters a thriving and progressive organizational environment.
Is there a particular person you are grateful for who helped get you to where you are?
It's challenging to single out just one person among the many who have shaped my journey. Nevertheless, reflecting on the impactful figures in my life, I can pinpoint some remarkable individuals who have guided me. Mr Asri Awang; the former Chief Risk Officer of Bank Muamalat taught me a valuable lesson in maintaining class and humility. Then, there’s Charles Tan, the ex-CIO of Ambank, whose guidance and confidence in my leadership allowed me to navigate the Wholesale and Investment Banking IT domain with creativity and independence. Equally unforgettable is Mr. Lim Kok Hing, the co-founder and former CEO of iPAY88, who trusted me to steer the company through a crisis with unwavering support. However, if I must highlight a singular influence, it is Mr. Ramasamy K. Veeran, the Co-Founder and Managing Director of Merchantrade Asia. His visionary perspective on transforming his company into a leading
fintech entity was infectious and served as a beacon of inspiration. His relentless passion for tech innovation galvanized me to lead our team with confidence and deliver on the ambitious goals set before us. For accompanying him on this thrilling journey and having his boundless trust and support, I am profoundly thankful to Mr. Rama.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I'm passionate about playing the guitar and spending quality time with my family. Music is a significant part of my life, offering a creative escape through exploring various genres. I enjoy jamming with friends and attending local music sessions.
Equally important is my family time, during which we relish activities like trying out new restaurants, jogging or brisk walking with my wife in our neighborhood, or taking holidays to local or overseas destinations. These moments enrich my life, providing balance and personal fulfilment.
Which technology are you investing in now to prepare for the future?
In 2025, as CTO, my investment priorities align with my central focus areas to ensure that iPay88 continues to enhance its technological capabilities while delivering secure, efficient, and scalable payment solutions. Key priorities include strengthening high availability and system resiliency by enhancing infrastructure redundancy to achieve near-zero downtime, expanding investments in multi-region cloud deployments for disaster recovery, and improving real-time monitoring and automated failover
mechanisms. This involves significant spending in cybersecurity to protect our ecosystem and customer data, implementing advanced threat detection systems and cutting-edge encryption technologies.
Optimizing customer support and deployment is another focus, with plans to implement AI-driven support tools for quicker issue resolution, improve merchant onboarding automation to reduce time-to-market, and expand self-service portals for merchant integration to offer a better user experience. We intend to leverage AI not only to streamline support but to continuously refine algorithms that enhance customer interactions and predict future needs, enhancing both user satisfaction and operational efficiency.
We aim to drive on-time project delivery by investing in project management automation tools that improve tracking and execution, strengthening agile development processes for faster decision-making, and allocating resources to upskill teams in modern delivery frameworks. Investments in AI also play a crucial role here, by providing predictive analytics and decision-support tools that help schedule and resource allocation dynamically and efficiently.
Additionally, we seek to accelerate software delivery and support by expanding investments in DevOps and CI/CD to speed up software releases, adopting low-code/ no-code solutions for rapid development where feasible, and enhancing test automation and security validation within the pipeline. Cybersecurity considerations are interwoven throughout these processes, ensuring that rapid development does not compromise security standards.
Finally, we plan to enhance cross-department operational synergy by strengthening data integration across departments to support better decision-making and standardizing processes to minimize inefficiencies. Significant investment in cybersecurity safeguards this data, while the use of AI analytics tools transforms this integrated information into actionable insights, driving strategic and operational efficiencies.
What
is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to inspire and empower young professionals to step up and take on leadership roles, fostering a culture of growth and fulfilment. I aspire to guide them in living
WE INTEND TO LEVERAGE AI NOT ONLY TO STREAMLINE SUPPORT BUT TO CONTINUOUSLY REFINE ALGORITHMS THAT ENHANCE CUSTOMER INTERACTIONS AND PREDICT
FUTURE NEEDS, ENHANCING BOTH USER SATISFACTION AND OPERATIONAL EFFICIENCY
fulfilling and successful lives. In five years, I aim to be in a position where I can provide valuable advice and oversight to multiple firms, positively influencing their strategic direction and success.
What advice would you give to individuals looking to break into the IT field or transition into a leadership role?
Breaking into the IT field or transitioning into a leadership role is both exciting and challenging. My response to this is solely based on my experience, so here goes. First, immerse yourself in the IT world with passion. Keeping up with the latest technologies and trends will fuel your learning and motivate you to excel, ultimately aiming to be a specialist in the industry that you love. Believe in yourself and your ability to overcome obstacles, as self-
confidence is key to tackling new challenges and seizing opportunities. Embrace the rapid changes in the IT landscape by cultivating a mindset of continuous learning and adaptability, essential for staying ahead and delivering exceptional results. As you aim for leadership, developing your EQ is crucial. Focus on enhancing your people management skills, emphasizing empathy, communication, and collaboration, so you can effectively inspire and guide your team. Finally, remember to enjoy the journey. Relishing every step of your career path, celebrating achievements, and learning from challenges will fill your professional journey with joy and fulfilment. Incorporating these elements will not only enhance your career but also deeply enrich your professional experiences.
AI MYTH NO. 1 : ACHIEVING BENEFITS OF AI REQUIRES
HUGE FINANCIAL INVESTMENT
Nada R. Sanders
Ph.D., Distinguished Professor of Supply Chain Management, Northeastern University
Nada R. Sanders, Ph.D., is an internationally recognized AI thought leader and expert in forecasting and global supply chain intelligence. Ranked in the world’s top 2% of scientists, she’s the author of 100-plus scholarly publications and seven books, including The Humachine: AI, Human Virtues, and the Superintelligent Enterprise.
The assumption is that achieving the benefits of AI requires companies to make huge financial investments. I have been an expert in business forecasting for almost 30 years and know that it is not the case. Throwing more data and money at the model only brings incremental success at best, and often deteriorates accuracy. Significant AI capabilities can be achieved with far less investment than previously thought. This is not a surprise, and enterprises need to take note. You can achieve significant AI success with far less investment than you think.
The recent success of DeepSeek, a Chinese AI startup, proves this point. In January, DeepSeek, released its latest model R1, with performance that surpassed technology developed by ChatGPT-maker OpenAI in its capabilities, while costing far less to use. The news made headlines worldwide causing US tech stocks to sink. DeepSeek’s founders reportedly created the AI with cheap less sophisticated chips but ended up with a more efficient process.
How is this possible?
Bigger is Not Better
The assumption that to build cutting-edge AI models requires huge amounts of money overlooks ingenuity and creativity. It is also crude, lacks finesse and problem understanding.
The basic tenant of any predictive modeling – including AI - tells us that to achieve good results we need clean data. This is very difficult to achieve with massive amounts of data used by large AI models. As a result we see hallucinations and errors. The proverbial “garbage in, garbage out” is very much the case here.
What set R1 apart was not just its performance—which reportedly matched that of leading AI models—but how it achieved this. The company used a modest number of less advanced AI chips at a fraction of the cost typically associated with such feats. DeepSeek attributed this accomplishment to innovative engineering techniques that compensated for the lack of high-end computational resources. In stark contrast, DeepSeek reportedly spent a fraction of these sums to develop R1. While the company claims to have spent just $5.5 million training a previous model, even if R1’s actual development costs were ten times higher, it would still represent a monumental cost efficiency compared to other efforts. This revelation highlights that massive spending may not be the only path to cutting-edge AI.
DeepSeek’s achievement disrupts the "bigger is better" narrative that has dominated the AI race. It demonstrates that smaller, more efficiently trained models can rival or surpass the performance of larger, more resourceintensive ones.
This paradigm shift should be eye-opening for business leaders that they should invest in smaller AI initiatives that are focused and well curated, rather than the brute force of large AI models.
Achieving More with Less: Kasparov’s Law
Substituting clever engineering for raw computing power is nothing new. Think Kasparov’s Law, which was born out of the iconic 1997 chess match between Garry Kasparov, the world’s leading chess grandmaster and IBM’s Deep Blue supercomputer. Kasparov’s unexpected defeat by the machine was a pivotal
THE BASIC TENANT OF ANY PREDICTIVE MODELING –INCLUDING AI - TELLS US THAT TO ACHIEVE GOOD RESULTS WE NEED CLEAN DATA
moment, marking the first time he had lost a match—and to a computer, no less. Kasparov became determined to explore the dynamic between human intelligence and machine capability.
In 2005, Kasparov organized an advanced chess tournament that allowed teams of human players and computer algorithms to compete together. Surprisingly, the winners were not grandmasters paired with sophisticated supercomputers - but two amateur chess players using their ‘homegrown’ algorithm. Their success did not come from a powerful computer. Rather it came from their ability to effectively guide and manage their small algorithm. They strategically manipulated and "coached" their algorithm – enabling them to outperform much stronger players with large supercomputers.
From this, Kasparov formulated what is now known as Kasparov’s Law: an average human with average technology, combined with the right process, has better outcomes than a superior technology or a superior human. The principle underscores the importance of synergy between human experience and machine efficiency. It illustrates that the true power of AI is unlocked when it is thoughtfully integrated with human expertise.
The Key is Effective Human-AI Integration
Kasparov’s Law highlights that success doesn’t come from having the most advanced AI tools or the brightest human minds, but from designing processes that harmonize their strengths. The right process can transform ordinary resources into extraordinary results, whether in chess, medicine, manufacturing, or business.
In a recent conversation with Grandmaster Kasparov, he told me that machines will outperform humans in about 95% of cases. However, the critical edge lies in the remaining 5%, where human experience and judgment are the key factors. To fully leverage AI's potential, business leaders must craft strategies that integrate AI into decision-making processes, complementing human strengths rather than replacing them.
Here’s how leaders can apply Kasparov’s Law:
1. Build Strong Human-AI Teams
Leaders should foster environments where AI tools and human expertise coexist and collaborate effectively. This means creating cross-functional teams that are trained to work together and use AI output. For example, in supply chain management, AI can predict demand patterns, while human managers adjust for variables like supplier relationships or geopolitical factors.
Team members need to understand both the capabilities and limitations of AI and have digital literacy to efficiently prompt AI. In turn, AI tools should be user-friendly, enabling non-technical professionals to interact with and interpret the output. Investing in worker training programs ensures that employees are equipped to use AI tools effectively while applying their domainspecific knowledge. Rod Harl, the CEO of Alene Candles, told me that ongoing training of team members is their “secret sauce.”
2. Design Processes That Enhance Collaboration
According to Kasparov’s Law, optimal results arise from processes that blend AI recommendations with human judgment. Leaders should develop
LEADERS SHOULD FOSTER ENVIRONMENTS WHERE AI TOOLS AND HUMAN EXPERTISE COEXIST AND COLLABORATE EFFECTIVELY
workflows where AI provides data-driven insights, but final decisions rest with human experts. For instance, in customer service, AI can handle routine queries efficiently, while complex or sensitive issues are escalated to human representatives for personalized solutions.
In the medical setting, for example, AI can analyze vast medical datasets and suggest potential diagnoses. Doctors, however, are the ones who use their clinical experience and patient interactions to make the final call.
As Kasparov aptly put it, “AI is powerful, but context is king.”
3. Foster Continuous Feedback Loops
Successful use of AI relies on continuous feedback loops where both AI systems and human operators learn and improve. AI tools can enhance their accuracy and effectiveness by incorporating feedback from human decisions, while humans can develop greater trust and understanding of AI outputs.
In practice, this involves regularly updating AI models based on real-world outcomes and creating mechanisms for employees to provide feedback on AI performance. This dynamic process keeps AI systems adaptive and responsive to new data and evolving human insights.
Conclusion
Kasparov’s Law serves as a compelling reminder that the future of AI does not lie in the brute force of large data sets and computing power. It lies in the focused use of smaller AI models in conjunction with human intelligence. By building teams of workers with smaller and targeted AI models integrated through a well-designed process, companies can unlock the full potential of AI. And do so at a lower cost.
How Immersive Tech is Transforming Our World Simone Clow
CEO and Co-Founder, Zebrar
Simone Clow is the award-winning CEO and co-founder of Zebrar, a creative technology company pioneering immersive experiences. A founding member of the Australian Metaverse Advisory Council, Simone is actively shaping the future of virtual worlds and immersive storytelling, advising on the responsible development and adoption of emerging technologies.
With career spanning advertising, visual effects, and experiential content, Simone has led high-profile projects across London, New York, and Sydney, working on major productions such as Saturday Night Live and the Oscar-winning film Hacksaw Ridge.
Recognizing the untapped potential of immersive technology, she co-founded Zebrar in 2017, driving the creation of interactive experiences with real-world impact. As a thought leader in Spatial Computing, XR, and Metaverse, Simone speaks on the intersection of technology, creativity, and business. Whether exploring the future of immersive experiences, or the role of technology in social change, she brings insight, authenticity, and a visionary outlook.
In this insightful conversation with the CIO Magazine, Simone shares her journey from visual effects to real-time interactive experiences, the transformative potential of immersive technology, and the leadership principles driving innovation. From the evolution of XR glasses to the ethical responsibilities of building digital spaces, she offers a visionary perspective on where immersive experiences are headed and how businesses can stay ahead in this rapidly evolving landscape.
Your journey into the world of visual effects and immersive technology: What sparked your passion for bringing the craft of feature films into real-time technology?
My journey started in traditional visual effects, working on television projects and feature films like Hacksaw Ridge. For years, I was building CG worlds for 2D screens— collaborating with teams who meticulously crafted every pixel to create stunning visuals. Then, a VR team I was working with convinced me to put on a headset. That moment changed everything.
I realized that instead of just watching a world, I could step inside it and interact with it in real-time. That was a revelation. This shift in perspective led me to co-found Zebrar, where we combine art, storytelling, gamification, and real-time technology to craft immersive worlds that go beyond storytelling into storydoing. We’re not just creating images anymore—we’re creating experiences.
As a leader, mentor, and member of Kalicoo (Women in Web3, Metaverse & AI), what challenges have you observed women face in immersive technology, and how do you believe mentorship can create meaningful opportunities in this space?
The tech industry is still a boys' club in many ways. In OECD countries, women make up just 31% of those entering STEM programs, and only 17% of tech companies have a female CEO. The numbers for CTOs are even lower. The lack of representation isn’t just a pipeline problem—it’s a leadership problem.
Through initiatives like Kalicoo, we’re working to change that. It’s not just about getting more women into tech—it’s about keeping them there, supporting them, and ensuring they have opportunities to rise. Mentorship plays a huge role. It builds confidence, expands networks, and shows women that they belong at the forefront of this industry. The next wave of immersive technology is being built right now, and if we don’t have diverse voices shaping it, we’ll be repeating the same mistakes of the past.
With your expertise in designing high-visual-fidelity and innovative experiences, what recent projects or advancements in immersive technology excite you the most?
There’s so much happening in immersive technology right now, but two advancements excite me the most:
Spatial computing—powered by AI, XR, and smart glasses—is taking digital content beyond screens and integrating it into the real world. Instead of staring at our phones,
we’ll interact with digital content as a natural part of our surroundings, transforming our environment into a limitless canvas and seamlessly merging the physical and digital worlds.
At the same time, Unreal Engine 5 (UE5) is pushing real-time graphics to nearcinematic quality. With tools like Nanite for hyper-detailed assets and Lumen for realtime global illumination, we can now create interactive environments that rival the visual fidelity of feature films. And this isn’t just for gaming—it’s revolutionizing XR content, 3D websites, virtual production, and interactive experiences in museums, concerts, retail, and beyond.
As a founding member of the Australian Metaverse Advisory Council, what trends or opportunities do you foresee shaping the future of immersive technology over the next decade?
Over the next decade, immersive tech will be everywhere—not just in gaming or entertainment,
THE NEXT WAVE OF IMMERSIVE TECHNOLOGY IS BEING BUILT RIGHT NOW, AND IF WE DON’T HAVE DIVERSE VOICES SHAPING IT, WE’LL BE REPEATING THE SAME MISTAKES OF THE PAST
OVER THE NEXT DECADE, IMMERSIVE TECH WILL BE EVERYWHERE—NOT JUST IN GAMING OR ENTERTAINMENT, BUT IN EDUCATION, HEALTHCARE, RETAIL, MANUFACTURING, AND GOVERNMENT SERVICES
but in education, healthcare, retail, manufacturing, and government services.
Phygital experiences will merge physical and digital spaces, changing how we shop, learn, and work.
AI and XR (Extended Reality) will make digital interactions feel seamless, intuitive, and deeply personalized.
Real-time computing, powered by 5G, edge computing, and RAN, will drive truly connected and immersive experiences—enabling smart cities, autonomous vehicles, and seamless virtual collaboration.
The evolution of XR glasses (smart glasses) is transformative. These devices are becoming lighter, more ergonomic, and seamlessly integrated into real-world environments, making mass adoption inevitable. With spatial audio, real-world object mapping, and high-resolution displays, XR glasses will fundamentally change the way we work, collaborate, and experience our surroundings. How will we use them? A few examples below:
Workplace Collaboration: XR glasses will allow professionals to visualize 3D models in realtime, enabling seamless teamwork on product designs, workflows, and creative projects.
Architecture & Real Estate: Professionals will review and adjust designs in AR before they are built, reducing miscommunication and improving efficiency.
Retail & Commerce: Consumers will virtually try on accessories and clothing, overlay furniture into their living spaces, and receive AI-powered personal shopping assistance.
Healthcare: Surgeons will use AR overlays during procedures to access imaging data handsfree, improving precision and efficiency. Patients will undergo immersive rehabilitation programs with real-time feedback guiding their recovery.
Education & Training: Students will engage with interactive educational content, from AR-enhanced textbooks to virtual science experiments. Corporate training programs will incorporate XR for skill-building and workplace simulations.
Manufacturing & Engineering: Engineers will interact with real-time 3D models, making design adjustments before production begins. Workers will receive AR-guided step-by-step instructions for complex machinery.
Tourism & Cultural Preservation: AR overlays and VR tours will bring history to life, allowing people to step back in time and experience historical sites as they once were. Visitors can explore ancient ruins, reconstructed landmarks, and historical events through immersive storytelling.
Your global experience spans over 35 years in a fast-evolving industry. What are the key leadership lessons that have guided you through this journey, especially as a woman at the forefront of innovation?
One of the biggest lessons? Adapt or get left behind.
When I started in film, editing was a manual process involving physical cutting and splicing of film strips, and digital visual effects didn’t
I’M MOTIVATED BY THE POWER OF IMMERSIVE TECHNOLOGY TO CREATE MEANINGFUL EXPERIENCES THAT SHIFT PERSPECTIVES, SPARK EMOTION, AND DRIVE CHANGE
even exist—everything was done practically incamera. I’ve seen the full evolution from analog to digital to real-time, and the only way to stay relevant is to keep learning, stay curious, and evolve with the industry.
Another key lesson: you can’t lead if you don’t understand the technology. You have to be willing to get into the details, ask the right questions, and empower the right people. And speaking of people—collaboration is everything. The best ideas happen when you bring diverse perspectives together.
How can organizations, governments, and individuals work together to ensure that immersive technologies are inclusive, ethical, and accessible?
The future of immersive tech isn’t just about what we build, but how we build it.
Companies need to hire more diverse teams—representation at the decision-making level is key.
Governments must step up with policies that protect user privacy, prevent bias, and ensure accessibility.
Individuals—especially leaders—need to be vocal advocates for ethical design and inclusive experiences.
This is the moment to get it right. We have the opportunity to build immersive experiences that enhance human interaction, not replace it.
What motivates you to keep pushing boundaries in technology and innovation? Could you share a piece of advice or a personal mantra that keeps you inspired?
What drives me is the belief that technology isn’t just about connection or storytelling—it’s about impact. Pushing boundaries means looking beyond what’s possible today and asking, what should exist tomorrow? I’m motivated by the power of immersive technology to create meaningful experiences that shift perspectives, spark emotion, and drive change.
A piece of advice I live by? “Create with purpose.” Innovation for the sake of novelty fades quickly, but when technology is built with intention—when it solves a problem, elevates a human experience, or changes the way we see the world—that’s when it truly matters.
