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THE INVISIBLE BORDERS CIO s MUST CROSS
Intoday’s world, markets, teams, and ideas move across geographies with astonishing speed. A decision taken in New York can ripple through a team in Singapore, a supplier in Frankfurt, and a regulator in Dubai, all before lunch. For CIOs, this interconnectedness is both a gift and a challenge. I once heard a colleague say, “My job feels like air traffic control, only the planes are regulations, cultures, and technologies.” It was meant as a joke, but it captured the reality of modern leadership.
Recent research shows that more than 80 percent of CIOs now rank navigating regulatory and cultural complexity among their top challenges. Every major technology initiative, whether cloud migration, data sharing, or AI adoption, must be balanced against compliance requirements, cultural sensitivities, and the unrelenting need for speed. The stakes are high, yet so are the opportunities to create organizations that are truly global in spirit, not just in reach.
Our cover story reflects this tension between complexity and opportunity. In an exclusive conversation, James Shira, Global and US CIO and Global CISO of PwC, shares his nontraditional journey to leadership and his perspective on building trust, empowering teams, and embracing complexity as a strength. Known for his visionary approach and decisive execution, James offers an inspiring view of how technology can remain an enabler of progress, even in the most intricate global environments.
This issue also brings together a range of voices from across industries. From insights on resilience and innovation to reflections on leadership in uncertain times, the articles aim to spark thought and encourage fresh perspectives.
As you turn these pages, I invite you to see complexity not as a burden but as a bridge. It is through crossing these invisible borders that leaders find new markets, new ideas, and new possibilities.
Enjoy Reading.
Sarath Shyam
JAMES SHIRA
GLOBAL AND US CIO AND GLOBAL CISO, PWC
EMPOWERING TEAMS, DRIVING INNOVATION
Tamecka McKay
CIO, Seminole Tribe of Florida
Empowering Communities and Driving Change through Tech
Manika Gupta
CIO- Business Segment & Enterprise Systems, GE Making an Impact through Technology and Teamwork
Tze Phei Tee
CIO, Wasco Berhad Building a Sustainable Energy Future through Innovation
Alina Rivilis 32 CEO and Co-founder, AI Future Leaders
AI Governance in Action: How to Manage AI Risks and Maximize Value
Chad Fullerton
56 Vice President of Information Security, ECI
Patching the Human Layer: A Strategic Imperative for CIOs and CISOs in 2025
Barry Ritchie
62 Chief Investment Officer, Norn Ventures
Rethinking Fund Structures: What Today’s Investors Should Look Out For
Paolo Pellegrini
JAMES SHIRA
GLOBAL AND US CIO AND GLOBAL CISO, PWC
EMPOWERING TEAMS, DRIVING INNOVATION
James Shira is known for his visionary leadership, decisive execution, and deep expertise in driving transformative, enterprise-scale technology and cybersecurity initiatives across global organizations. As PwC’s Global and US CIO and Global CISO, he oversees a vast digital estate of over one million assets and leads a workforce spanning 149 countries. Since joining PwC in 2015 as Chief Information Security Officer, James established a worldclass, centralized Information Security organization, the firm’s first truly global function of its kind. He implemented a comprehensive security strategy that resulted in visibility and control across PwC’s digital estate. Under his leadership, PwC advanced Zero Trust security capabilities, reduced threat detection times from months to hours, generated significant cost savings, and protected billions in annual revenue.
Promoted to US and Global CIO in 2019, James spearheaded a multi-year digital transformation that modernized PwC’s technology infrastructure through extensive cloud adoption and enterprise application modernization. He successfully led one of the world’s largest Microsoft 365 migrations, transitioning 370,000 users across PwC’s global network. James also pioneered the deployment of AI-enabled solutions, including PwC’s enterprise AI framework, ChatPwC, which earned him the 2025 CIO100 Award for AI innovation, and M365 Copilot, accelerating innovation while maintaining stringent security and compliance standards. With over 20 years of experience, James excels at solving complex challenges by integrating emerging technologies to advance business strategies and inspire high-performing teams.
Recently in an exclusive interview with CIO Magazine, James shared insights on his nontraditional path to becoming a CIO, the evolving role of technology in professional services, and the importance of inclusive leadership. He discussed his passion for driving strategic change, tackling complex challenges, empowering employees to reach their full potential, and much more. The following excerpts are taken from the interview.
Hi James. Please tell us about your background and areas of interest. My journey to becoming a CIO didn’t follow the traditional tech path. I started college focused on finance and business. This was the mid-90s, during the leadup to the dot-com era. Technology was becoming increasingly integrated into the classroom, and I recognized its growing importance. While putting myself through college, I saved enough money to build my own computer. I confess that part of my motivation was to play video games, but I also began using it for school. These experiences ignited my interest in technology, leading me to incorporate tech into my degree.
Immediately after college, I entered the field of IT security, which at the time was often situated past the coffee machine, near the restrooms, or in the basement of most companies. Security wasn’t a major focus for me, but I saw it as an interesting and challenging field with long-term potential. I directed my career toward security, initially serving as a CISO and, about 13 years ago, began expanding my responsibilities beyond that role. Seven years ago, I assumed the role of CIO.
In my professional life, I'm passionate about driving strategic changes and tackling complex challenges. I believe helping an organization solve these problems is essential for both the company’s success and personal growth. Outside of work, my life revolves around family—I've been married for nearly 20 years and have two children. I also enjoy working out in my home gym and restoring vintage cars.
What do you love the most about your current role?
Honestly, being a leader is a unique privilege that I truly cherish and appreciate. What I love most is helping people reach their professional goals and creating an environment where they can really thrive and grow. It's incredibly rewarding to watch someone start at one point in their career and, over the years, see them take on bigger roles. It’s fun. I also love the continuous learning that comes with being at the cutting edge of technological and technical change. It allows me to be a bit of a jack-of-all-trades, constantly exploring new areas and learning. Lastly, I enjoy the satisfaction of making things happen. My dad was a mechanic who
What I love most is helping people reach their professional goals and creating an environment where they can really thrive and grow
would come home from work and tell us stories about what he accomplished that day. His stories always had a beginning, middle and end, and he was always able to speak about the impact of his work. Doing what we do, I try to create that same tangibility where I can and make things happen. I like tangible results, and I strive to create a sense of accomplishment in my work.
How do you see the role of technology evolving in the professional services industry?
I think the role has already shifted significantly in the last three to four years. Traditionally, that role would have been very squarely in the back office, probably not unlike it is in many other industries -- very important but back
Keeping up with the latest developments in tech and cybersecurity is a challenge, and I approach it with a good dose of humility.
office. The way it’s shifted in our industry, it’s much more strategic, much more closely nested with the strategic direction of the firm and network, and much more operationally critical to the success or failure of our overall agenda. The pace and rate of change, the pressure on delivery, and the need for operational excellence – all these factors have shifted dramatically in the last several years, and it all started accelerating during the COVID pandemic.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I think that’s probably one of the harder questions that I’ve ever been asked in a forum like this. For me, as a security professional by background, I’ve always had a strong sense of principle-based decision making –do the right thing. I think a lot of security professionals would agree that doing the right thing is foundational to how a lot of us have operated in our careers. However, when you translate that philosophy into technology, I think it becomes a bit more complex, where decisions between alternative strategies, architectures and vendors can be much more subjective. For me, what I try to do is bring as much objectivity to strategic decision making to ensure we’re doing the right thing. I also firmly believe that the foundation of any successful organization lies in the empowerment and support of its employees. So, I try to be mindful not only of leading based on principles but supporting the success of the people around me. I know I can’t get that right every single time for everyone
that I work with, but I try to keep in mind that success is a collective effort. I try to support the careers of the people around me and inspire my leaders to embrace and champion this philosophy with their teams.
These philosophies - doing the right thing and empowering teamwork – have been instrumental in my career. They offer significant long-term benefits even if not immediately evident. I have seen firsthand how doing the right thing and empowering teams have contributed to the things I’ve accomplished. In fact, saying “I accomplished” feels wrong because the work we do is very much a team sport. I lead a very talented technology and security organization and feel privileged to have had the opportunity to inspire and support them in delivering a number of transformational projects that have enabled PwC to achieve its business goals.
Is there a particular person you are grateful for who helped get you to where you are?
Absolutely, my mom has had a profound influence on my life. She was a special education teacher and always championed doing the right thing and treating others well. She set high standards for my sister and me, never allowing excuses for not reaching our potential. Her unwavering belief in me, even when I was younger and not always living up to my potential, was crucial to my growth and making me the human that I am today. As a parent, I try to live up to her standards and instill those same values in my own children.
How do you stay current with the latest developments in technology and cybersecurity?
Keeping up with the latest developments in tech and cybersecurity is a challenge, and I approach it with a good dose of humility. I can't claim to know everything, but I do my best to stay informed through news, podcasts, and hands-on experimentation with new technologies like AI. I dive deeper into topics that are particularly relevant to my work, ensuring I'm ready to make informed strategic decisions. It's all about prioritizing and focusing on what aligns with my professional goals and the needs of my organization.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I find balance and stress relief through exercise. What started as a way to shed a few pounds has become something I genuinely enjoy. I also have a passion for mechanical work, thanks to my dad, who was a mechanic. I love spending time in the garage with my son, passing on the skills and knowledge I learned from my father.
Family time is a priority, and I am committed to making time for outdoor activities that don't involve screens. It's important to me that my kids get to experience the world beyond technology, getting their hands dirty and enjoying nature.
I also sit on a couple of non-profit boards and find a lot of joy in helping these organizations achieve their mission.
Which technology are you investing in now to prepare for the future?
Currently, AI is a major focus, though I’ve also invested considerable time in cloud and
data architecture. Our investments are driven by the needs of PwC and its member firms, ensuring we're ready for whatever the future holds. The tech landscape is ever-changing, so staying ahead and being ready to seize new opportunities is crucial.
What is your biggest goal and where do you see yourself in 5 years from now?
That's a tough one! Professionally, my biggest goal is to coach and develop the next generation of leaders. I think about succession planning a lot and want to make sure our team is positioned for success and led by the best people in the future.
As for where I'll be in five years, that's less certain. I thrive on the challenge and complexity of large-scale transformations, motivated by the chance to achieve the seemingly impossible. I might take on another big transformation project that stretches my skills and keeps me on my toes. It's about embracing challenges and seeing where they lead.
What advice would you give to young professionals looking to start a career in technology?
First off, congratulations on choosing a field with endless possibilities! Technology is everywhere and becoming more integral to every industry. My advice? Stay humble and remember that you can't know everything—technology is vast and ever-evolving. Keep that curiosity alive and commit to continuous learning. Success in this field requires emotional resilience, as well as the ability to lead and adapt to change. If you focus on these qualities, you'll find a world of opportunities waiting for you.
Tamecka McKay
CIO, Seminole Tribe of Florida
Empowering Communities and Driving Change through Tech
Tamecka McKay, TIL, MPA, CGCIO Chief Information Officer at Seminole Tribe of Florida, is an industry certified professional with over 27 years of Information Technology experience. She previously served as CIO for the City of Fort Lauderdale where she focused on driving innovation, digital transformation and service delivery excellence by overseeing the management, strategy and execution of IT services including mission critical communication networks for emergency responders and public safety services. Before joining the City of Ft. Lauderdale, Tamecka served as the Enterprise Infrastructure Manager for Broward County Public Schools, the 5th largest school district in the nation, and Information Systems Manager for the Town of Davie. She also taught computer networking classes at ITT Technical Institute. Passionate about servant leadership, community engagement, and service excellence, Tamecka serves on several boards including the CIO Council, SouthFloridaCIO, Holy Cross Healthcare and Infraguard - FBI partnership for protecting national critical infrastructure.
Last year, she received the Excellence in Government Innovation Award from the American Society for Public Administration and South Florida ORBIE Award, a technology executive recognition program, from SouthFloridaCIO. In 2023, she was named the Most Innovative Chief Information Officer by the Alan B. Levan NSU Center of Innovation Orbit Award and Top 10 City Government CIO by Gov CIO Outlook. Recently, in an exclusive interview with CIO Magazine, Tamecka shared insights on her passion for public service and technology leadership, personal and professional philosophies that attributed to her success, her source of guidance and strength, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Tamecka. What drives your passion for public service and technology leadership?
Being a child of high school dropouts with lifelong substance abuse struggles, my highest aspiration as a teenager was just to get through high school. After a field trip to Seton Hall Law School, organized by my guidance counsellor, where I saw people who looked like me going to law school, I realized I too could dream bigger than just high school. Unfortunately, after a few years in community college (I did not have the grades or courses to be selected for university) I became pregnant and married immediately after. Determined not to be another statistic; I took 1 class at a time, while juggling motherhood, family and work to finish my associate’s degree. During that time, a friend of mine completed the Novelle certification and immediately got a job in technical support. Still wanting to go to Law School, I decided to take a detour and obtain Microsoft Certification and was offered a help desk support role immediately after with Motorola. I quickly became a top performer with outstanding organizational, communication and documentation skills which weren’t as common in the typically technical support person’s tool set. With business and technology quickly converging, my ability to translate technology to business and demonstrated outcomes, propelled me into a team leader, supervisor, to manager. Shortly after transitioning from Motorola to a local government agency where I saw firsthand the power of technology to improve quality of life, my love and passion for community and technology was born and I’ve never looked back. Rising from help desk support to CIO has been a challenging and rewarding journey that I have been extremely fortunate and privileged
to travel. It has truly given me a platform to make a difference in the community, fulfilling my passion for service and paving the way for others from backgrounds like mine.
What do you love the most about your current role?
What I love most about my role as CIO besides improving the quality of life for our communities through technological solutions, are the enabling of personal growth and professional development of the team members, I get the privilege to lead. When I started my first CIO role at the City of Fort Lauderdale, many of the team members were disengaged and checked out. In fact, the ITS department had over 55% staff turnover, 3 CIOs in 3 years, 5 Police IT Managers in 5 years and several anonymous letters regularly filed with Human Resources. The team was fractured and disconnected. However, through “Servant-Leadership” and a People first approach, in less than three years we’ve seen employee satisfaction improve by 60% and training and professional development up by over 261%. We were intentional about bringing the team together, creating a more inclusive environment and building trusted relationships with staff. We filled long-standing vacant positions and went from the department of “no” to the department where folks were volunteering (unpaid) just to be a part of the magic! We fostered coaching, mentoring and collaborative culture which has transformed the department into a place where people can grow and develop personally and professionally. Secondly, being a double minority in the tech industry, I take great pride in showing others who look like me the possibilities despite stereo types and presumed roles. Most
recently, I have enjoyed challenging the status quo and empowering a resilient team who made the impossible happen the past few years at the City of Fort Lauderdale. We (technology professionals) have more power than we know to change the world. Most recently, we empowered the city’s IT administrative staff who previously felt excluded from technology career advancement, to implement the city’s first asset management program as well as take a more assertive role in implementing change management for the organization. I have been told that they felt heard, seen, appreciated and valued for the first time and were excited about contributing to the team outside of standard administrative work. I frequently take advantage of opportunities to speak on Women in Tech and how we can all advocate for more diversity in STEM.
How do you see the role of the CIO evolving in government, and what skills do you think are essential for future CIOs?
Business acumen is an important skill that effective CIOs utilize. Traditionally, IT professionals have been evaluated on their technical skills. However, as the span of influence increase and with career advancement, the ability to “tell a story “And communicate to non-technical stakeholders at their respective levels will be critical to successfully driving digital transformation and realization of the return on strategic technology investments. For years, a critical system upgrade was delayed due to competing priorities at my previous organization. However, after we presented the “soft costs” of not upgrading, and the direct financial impact of the organizational
RISING FROM HELP DESK SUPPORT TO CIO HAS BEEN A CHALLENGING AND REWARDING JOURNEY THAT I HAVE BEEN EXTREMELY FORTUNATE AND PRIVILEGED TO TRAVEL
THE RELATIONSHIPS YOU BUILD WILL PERSIST THROUGHOUT DISASTERS, ACQUISITIONS, AND EVEN ORGANIZATIONAL TRANSITIONS
efficiencies, the path forward became extremely clear to our decision makers and influencers that by not upgrading the software, we were losing thousands of dollars each month in operational inefficiencies. Effectively quantifying and communicating the impact created a sense of urgency followed by decision action. Unfortunately, the old school way of delivering IT services will no longer be effective without the ability to translate technology investments into business outcomes – which may look different to different stakeholders, organizations and cultures. Having business acumen and the ability to translate technology investments into business impact will be key. Far too long has IT been a “mystery” for nontechnical staff. If the CIO will be impactful and effective, intentionality in understanding the business needs, desired outcomes and strong relationship building will be key. The CIO must also ensure that all IT efforts and resources are closely aligned to organizational priorities and desired outcomes.
The second skill is the ability to form and foster strong partnerships. CIOs will need to build a strong network of internal and external partners, relationships and coalitions. It’s been said that nothing great was ever achieved alone. Given the ubiquitous nature of technology and its role in driving the digital economy, CIOs must leverage a toolset of resources to turn many obstacles and challenges to opportunities and results. At the City of Fort Lauderdale, we were able to complete monumental achievements in modernizing the city’s aging infrastructure in just over 30 months because of the strong partnerships we had with our vendors, colleagues and networks. Our partners where integral in upgrading the city’s entire fleet
of outdated network equipment, allowing us to improve the city’s cybersecurity posture as well as beginning the building block of leveraging Smart Cities technology to improve public services. Government agencies will continue to have resource constraints and as technology becomes more integrated and complex, having a strong network of reliable partners will be key in moving agencies forward.
Last but not least, an effective CIO will love their people! Given the need for innovation and creatively to effectively complete in the digital economy, we need the best from our teams. The best ideas will not come from the boardroom but from the boots on the ground. Creating an environment that fosters personal and professional development, phycological safety and grace to experiment and fail fast will distinguish the good from the great. Our people is our greatest asset and just as the story of the “Goose who laid the golden egg”, if we fail to nurture, invest and empower our people, we won’t continue to receive those golden eggs.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I’ve adopted quite a few personal and professional philosophies that would take me quite a while to share. If I had to choose the top 3, I would choose the following:
1. Relationships. People before things. Before technology, before goals, before performance metrics, people should always be first. The relationships you build will persist throughout disasters, acquisitions, and even organizational transitions. Building
strong relationships is one of the most powerful components of my career journey.
2. Technology does not always equal technology. Starting with “what are we trying to solve” should be the first question and technology should come second. Or as Stephen Covey suggests, “Start with the end in mind”. Technology professionals love to geek out but no one understands or appreciates that but other techs. For this reason, IT professionals must take the time and effort to learn and understand the business needs of the customers they serve. Sometimes this means going on a Police or Fire call or sitting down in a community meeting for better insights on challenges and opportunities for service improvement. Additionally, having an open mind about solutions that may not always involve technology. For instance, a colleague of mine was able to increase school attendance in a low-income area just by placing a washing machine on the school premises. After research and digging deeper, it was realized that the attendance problem had more to do with having clean clothes than anything else. Lessons like this have helped me understand that technology is just one of the tools that can be used and may not be the be all, end all.
3. Embrace what makes you unique which may very well become your superpower. Years ago, I disliked my deep voice, my background and the fact that I wasn’t like most of the people around me. I later found out that those very differences became my superpower once I embraced and leaned into them. I never dreamed of being where I am today, and I am thankful for the very differences that made me stand out from the crowd.
Is there a particular person you are grateful for who helped get you to where you are?
There have been countless influences throughout my journey, both professional and personally—far too many to name, and each impactful in its own right. However, if I were to identify the most profound source of guidance and strength, it would be my Lord and Savior, Jesus Christ. My faith has been the cornerstone of my resilience, enabling me to break generational barriers, overcome personal struggles, and grow through transformative character development. Despite the statical trajectory of my life, given the circumstances of my birth, I’ve become the first in my immediate family to exceed a high school education, ascend to an executive leadership role, and now pursue a doctoral degree. These milestones, once unimaginable for someone like me, are a testament to divine purpose, perseverance, and the unwavering belief that one’s past does not define one’s potential
What are some of your passions outside of work? What do you like to do in your time off?
Spending time with my family is first on the list. I also enjoy volunteering at my house of worship as well as community engagement opportunities. I am currently serving on several boards and frequently speak at Women in Technology events. Although my schedule has been challenging with the transition and doctoral program, I aim to resume mentoring and coaching the next generation of public service technology leaders.
Which technology are you investing in now to prepare for the future?
AI and Cybersecurity will be the focus of the future – in addition optimization. As we move into the future, levering the power of AI to course correct, predict and enhance public service, municipal governments will need to prioritize strategic technology investments in both tools and people. Disaster recovery and business continuity will also be critical considering the threat of climate change and cyberattacks. As our dependencies on technology increase, so will our risks in protecting information and services. Governments leaders will need to find a balance between acceptable risks and the cost of data protection.
Reliable and widespread network connectivity is rapidly becoming essential to modern life. As society grows increasingly reliant on digital platforms, seamless access to communication infrastructure—whether via satellite, microwave, fiber, or cellular networks—is no longer a luxury, but a necessity. Communities without this access, particularly those that are underserved or unserved, risk being left behind in every facet of opportunity— from education and healthcare to economic development and civic engagement. Much like electricity and clean water, connectivity is emerging as a fundamental utility—integral to equity, progress, and full participation in the digital age.
What is your biggest goal? Where do you see yourself in 5 years from now?
According to my personal mission statement, my goal is “To positively impact all within my sphere of influence by building strong relationships,
THE BEST IDEAS WILL NOT COME FROM THE BOARDROOM BUT FROM THE BOOTS ON THE GROUND
serving others and creating a legacy of love, kindness and personal excellence”
In the next 5 years, I’d like to see myself graduating with my Doctoral degree in Public Administration as well as transforming the way we use technology on the native American
communities. Additionally, I look forward to sharing knowledge and information with inspiring public sector technology professionals through seminars, courses, public speeches and potential publications, highlighting the power of Servant Leadership.
What advice would you give to aspiring technology leaders?
Find your Why! (Simon Sinek) This isn’t the most glamours role and at times it can be thankless. However, the intrinsic value of being a solution provider to social challenges and the role of enabling people to live happy, healthy and productive lives, is more than what money can buy. I wake up with everything thinking about how I can better serve our community and that gives me great pride. Considering the ubiquitous nature of technology in our current digital economy, I believe you can find a way to leverage technology in anything you find passion. Art, Health, Education, Government, Business, Sports, Social Services – they all have technology components and/or opportunities to leverage technology for service enhancement. One recent example that comes to mind is a health organization leveraging AI to flag emergency room visits for potential sex-trafficking victims. Another example is the integration of two separate databases that identified at foster child who’d been placed in a home with a known predator. Lastly, the invention of a special cooler, used to keep vaccination cold during transport to extremely remote areas thereby reducing the number of children dying from disease. It is a great time to be a technologist!
Empowering Organizations to Thrive in a Digital World Paolo Pellegrini
Partner, Metyis
Paolo Pellegrini is a Partner at Metyis, supporting large organizations in using data and AI to improve decisions and build innovative business models. With cross-sector experience, he focuses on embedding intelligence into operations and strategy. In 2019, he led the launch of an AI Product Factory, developing LLMs that combined generative AI and optimization to enhance Marketing performance. Before Metyis, he held leadership roles in top Italian consultancies and began his career as a researcher at Politecnico di Milano, exploring early trends like Big Data and Cloud Computing in the Italian enterprise landscape.
Recently, in an exclusive interview with CIO Magazine, Paolo shared insights on his career journey, the evolution of data and AI, his approach to leadership, the secret mantra behind his success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Paolo. Can you walk us through your career journey and highlight key milestones that have shaped your expertise in data and AI?
I was fortunate to attend university during a golden era—when technologies like Mobile and Cloud Computing were emerging and laying the foundation for today’s digital world. Driven by a strong sense of urgency to do impactful and hands-on work, I began my professional journey while still a student supporting the launch of new digital ventures, working as a strategy consultant, and serving as a Researcher at the Digital Innovation Observatories of Politecnico di Milano - one of Italy’s leading academic institutions.
It was during my time as a Researcher that I was first drawn to the field of Data Analytics and its first major disruption regarding Big Data. Soon after, I helped launch a Consultancy firm founded by professors and colleagues from the same Research center, focusing my efforts on building data-driven capabilities for clients. It was a pivotal time: many large companies were eager to establish internal Data and Data Science teams but lacked both organizational clarity and technical leadership to support them. This gave me the opportunity to help shape some of the earliest data organizations in Italy, including leading an end-to-end project that built what became the country’s largest analytics team within a major utility. As demand grew, I expanded my work from strategic advisory to hands-on development of machine learning models, which quickly gained traction in the market. This momentum led me to lead the Data & AI Practice of one of the largest consulting and system integration firms
in Italy and Europe. Later, I joined a younger, fast-growing company where, in early 2019, I decided to launch an AI tools division alongside our core services. That same year, in just a few months, we developed our first generative AI product - an early LLM-like solution tailored for Marketing and Campaign Automation. Looking back, that intuition was remarkably ahead of its time. The product delivered strong results despite the initial challenge of bringing such a novel, unfamiliar technology to market.
What do you love the most about your current role?
About three years ago, together with a friend and colleague, I had the pleasure of launching the Italian office of Metyis, an international firm with a unique proposition in the market. What drew me in - beyond the entrepreneurial challenge - was a radically different model from traditional consulting. At Metyis, our ambition is to build long-term partnerships, often structured as Joint Centures hosted within our Campuses. Here, we don’t simply act as consultants. Our mission is to help companies unlock and accelerate their Digital capabilities - including Data and AI - by working side by side with them.
In the early phases, we lead these ventures ourselves and deploy our own teams to deliver value. But our true goal is to scale internal capabilities, hire external talent, build mature organizations and processes, and hand the venture back to the client, transforming it into an in-house department. Put simply, we aim to make ourselves unnecessary as fast as possible. We believe that’s the only way to create real, lasting value - by making our partners truly owners of their key digital capabilities.
WHAT WE’RE SEEING NOW MAY FEEL REVOLUTIONARY, BUT IT’S NOT. THESE SYSTEMS ARE SIMPLY PERFORMING TASKS THEY’VE BEEN TRAINED TO DO - ALBEIT EXCEPTIONALLY WELL
This approach makes me genuinely proud. It’s a model that’s hard not to appreciate if you’re a professional driven by tangible, longterm impact. Our partnerships are international in scope and allow us to break the traditional client-supplier paradigm, sitting on the same side of the table as the brands we support. It’s a powerful mix of capabilities - spanning strategy, AI development, organizational design, and talent growth.
How do you see the landscape of data and AI evolving in the next 5 years, and what opportunities or challenges do you foresee?
It’s undeniable that AI is still a field in evolution- one that, like all major technological disruptions, has yet to reach its final and most transformative acceleration. I’ll be honest: this is the kind of market phase I don’t particularly enjoy. Just as we saw during the Data Science boom, we’re now in a moment of hype where everyone claims to be an AI expert, making it incredibly difficult for companies to distinguish real expertise from empty buzzwords.
There’s clearly a widespread lack of foundational knowledge, and the marketing noise from large vendors and consulting firms is only making the picture more confusing. Take AI agents, for example - despite the hype, they don’t truly exist yet. What we have today are enhanced automation tools - far more advanced than the old RPA era - but still a long way from true, general-purpose agents.
The real challenge - and opportunity - lies in starting to experiment with these tools, understanding how to integrate them into the business, and above all, testing the organization’s ability to adapt within their evolution. What
I BELIEVE THE TRADITIONAL BOUNDARIES WE’VE LONG USED TO SEPARATE 'ROLES' ARE QUICKLY DISAPPEARING. WE NEED TO MOVE TOWARD BUILDING TEAMS WHERE EACH INDIVIDUAL HAS A WELLROUNDED SKILL SET, WITH ONE OR TWO SHARP EDGES OF DEEP EXPERTISE
makes AI fundamentally different from past digital technologies is its unprecedented pace of development. Unlike vendor-driven tech cycles, AI isn’t stabilizing - it’s advancing too quickly for traditional reference points to hold.
In my view, the biggest acceleration is still ahead of us. It will come with a complete rethinking of the underlying models that power tools like ChatGPT or Gemini today. What we need is intelligence capable of working at a higher level - finding connections, abstracting, and creating in ways that are still uniquely human. What we’re seeing now may feel revolutionary, but it’s not. These systems are simply performing tasks they’ve been trained to do - albeit exceptionally well. The real leap is coming, and just like today’s tools, the next wave of AI will become a foundational commodityessential to operate and compete in any industry. When that moment arrives, the real competitive advantage will lie with companies and providers who hold proprietary data - information that today’s AI models don’t access or use, but that could dramatically enhance their intelligence and deliver real market differentiation.
What skills or qualities do you look for when building a team, and how do you develop talent in the field of data and AI?
I've always believed that strong technical expertise must be complemented by solid business acumen. Being able to build models without understanding their real value - or without knowing how to guide domain experts in applying them - is a major trap that many, if not most, have fallen into over the years. Today, that paradox is even more striking: commercial AI tools can be used with almost
no technical background, and they can even help purely business-oriented professionals write Python code they would never have managed on their own.
I believe the traditional boundaries we’ve long used to separate "roles" are quickly disappearing. We need to move toward building teams where each individual has a wellrounded skill set, with one or two sharp edges of deep expertise. Only this kind of structure will allow us to truly harness the potential of AI - by fostering teams that can understand one another, work collaboratively, and deliver real impact. For this to happen - and for individual countries to keep pace with those who move first - the evolution of education systems will be absolutely crucial.
What principles guide your leadership style, and how do you motivate your teams to drive innovation?
Looking back, it’s interesting to see how AI has long been a key element in how I motivated and inspired my teams. Managing real AI projects well before they became mainstream - and building structures that developed actual AI products comparable to the tools we all use today - was a powerful accelerator in attracting top talent and pushing them to give their best. Whether it was purely technical profiles or advisory roles seeking disruptive ways to help companies evolve, AI served as a unifying driver of ambition and purpose.
Today, however, I advocate for a more measured approach. We’re closely monitoring market developments, fully aware that only a handful of major players truly have the resources to lead the AI race. At the same time, we’re investing in upskilling our teams and
expanding our business initiatives to help clients navigate this complex transition— while actively identifying unclaimed use cases and emerging opportunities where we can reapply our technical expertise in the near future. What brings us together and keeps us motivated is the desire to be a voice outside the mainstream - one that doesn’t exploit the current hype, but instead focuses on creating genuine, lasting value for our partners and clients.
Congratulations on being recognized as one of the Top 25 AI Leaders 2025. Our readers would love to know the secret mantra behind your success.
First and foremost, I want to thank everyone for this recognition. As I’ve recently mentioned elsewhere, this award - and the incredible global selection of talent behind it - offers real value to companies seeking trusted advisors in this space.
There’s no real secret behind it - just a deep passion and a genuine sense of enjoyment that makes my work feel more like a hobby than an obligation. I’m also grateful to my current company, which has allowed me to broaden my geographic horizons and connect with incredible colleagues and clients who have further enriched my professional journey.
Being an investor, what criteria do you use to evaluate startup investments, and what advice would you give to entrepreneurs looking to build successful AI-driven businesses?
Even before my interest in AI, I’ve always been passionate about innovation - and I’ve consistently sought to support, whenever
possible, high-potential startups and talented entrepreneurs. As mentioned earlier, today we see “AI” everywhere - especially in startup pitches. In many cases, it’s a clear attempt to ride the hype and appear more attractive to investors, without it being clear whether the AI component is a meaningful adoption of existing technologies or a questionable in-house solution.
If we truly want to invest in something with real technical substance, a solid understanding of AI’s underlying mechanics - and of its evolving market context - is essential. Conversely, if the investment is more speculative in nature, then more than ever, the focus should be on the founders: their track record, their commercial instincts, and their network. These remain the only real differentiators in a crowded market full of overlapping ideas and technologies that are often difficult to evaluate on purely technical grounds.
Is there a particular person you are grateful for who helped get you to where you are?
When I answered the first question about the milestones in my AI journey, one person immediately came to mind: my father. Although he had little connection to technology or the kind of work I do today, he’s always had a natural instinct for innovationand a remarkable ability to teach me the value of being pragmatic and hands-on.
I believe my passion for technology and numbers, along with my curiosity to experiment and see tangible results, can be traced back to him - and to one of his first gifts when I was very young: a Commodore 64 and a programming book that I read over and over until the pages were worn out.
IF WE TRULY WANT TO INVEST IN SOMETHING WITH REAL TECHNICAL SUBSTANCE, A SOLID UNDERSTANDING OF AI’S UNDERLYING MECHANICS - AND OF ITS EVOLVING MARKET CONTEXT - IS ESSENTIAL
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I try first and foremost to be a good partner to Chiara, and I’m the proud father of Lorenzo. I’ve always loved sports, though I’ll admit that work commitments over the years have left me with less time to practice than I’d like.
As a family, we all share a deep love for the sea, and we escape to our seaside home whenever we can—to relax and explore new places together in our kayaks.
What are your goals and aspirations for the next phase of your career, and how do you see yourself contributing to the field of data and AI?
I’ll admit I don’t yet have a rigid or overly structured vision in terms of expectations for the future. What has always excited me the
most is taking emerging topics and using AI to reshape how they’re understood and adopted. In the past, I had the opportunity to do this with the fields of neuroscience and neuromarketing, where I reimagined traditional practices through AI-powered solutions that transformed how those disciplines were applied. My hope is to replicate - and expand - experiences like that in new, unexplored domains.
Alongside this, I carry a more personal ambition. I've always been a bit of a contrarian when it comes to the idea that AI will take away jobs. Instead, I fully agree with those who say our children will grow up to work in roles that don’t even exist yet. In that sense, my deepest aspiration is to play a part in this evolution - to help today’s and tomorrow’s workforce truly understand AI, learn how to use it, and turn it into a tool that empowers and enhances their professional journeys.
AI GOVERNANCE IN ACTION: HOW TO MANAGE AI RISKS AND MAXIMIZE VALUE
Alina Rivilis
CEO and Co-founder, AI Future Leaders
Alina Rivilis is the CEO and co-founder of AI Future Leaders, with the goal to deliver AI education that blends technology, leadership and creativity. A seasoned AI executive, with over 25 years of experience, Rivilis brings expertise in AI, data science, strategy, and innovation. She currently serves as Director of Data Science & AI at Home Trust Company (Fairstone Bank of Canada) and part time faculty at Northeastern University. Inspired by her role as a parent and tech leader, Alina launched AI Future Leaders to close the gap between traditional education and the demands of an AI-driven world.
A finalist for the 2025 Women in AI Awards (Private Sector), she is a passionate advocate for responsible AI, youth empowerment, and inclusive innovation.
As Artificial Intelligence (AI) rapidly transforms businesses, organizations face increasing pressure not only to leverage AI's immense capabilities but also to manage the associated risks. In recent years, AI governance has emerged as a critical differentiator, determining whether enterprises can sustain trust, achieve regulatory compliance, and unlock lasting value from their AI investments.
AI governance refers to the frameworks, processes, and strategies an organization employs to ensure that its AI systems are ethical, transparent, reliable, and compliant with evolving regulations. In practice, effective governance translates into clear responsibilities, defined accountability, and mechanisms for continuous improvement. It is important to note that AI governance is distinct from data governance; many CIOs and technology leaders underestimate this distinction, failing to recognize that AI governance requires a separate investment to successfully implement AI systems and mitigate associated risks.
Why AI Governance Matters More Than Ever
Recent high-profile incidents illustrate how inadequate governance can lead to severe reputational, financial, and operational consequences. Take, for instance, the controversy surrounding facial recognition technology at major tech firms. Without rigorous governance, biased AI algorithms resulted in unfair treatment and damaged public trust.
For instance, Duolingo recently replaced human content creators with AI, which subsequently generated questionable and inappropriate content, causing significant reputational damage to the company. This example illustrates that without robust AI governance to oversee ethical implications and quality controls; companies risk severe consequences from unmanaged AI deployment. Moreover, implementing AI without human oversight may introduce more risk.
AI systems that are left unchecked can amplify biases, violate privacy, and pose safety risks. Governments globally are stepping up oversight. Initiatives such as the European
AI GOVERNANCE REFERS TO THE FRAMEWORKS, PROCESSES, AND STRATEGIES AN ORGANIZATION
EMPLOYS TO ENSURE THAT ITS AI SYSTEMS ARE ETHICAL, TRANSPARENT, RELIABLE, AND COMPLIANT WITH EVOLVING REGULATIONS
Union's AI Act, Canada's AIDA, and various AI-specific regulations in the United States underscore the urgency of adopting robust AI governance frameworks. Gartner predicts that by 2027, AI governance will become mandatory across all sovereign AI regulations worldwide, further highlighting its critical importance.
For example, in 2018, Amazon, discontinued using its AI recruitment tool after discovering that it was biased against women. The AI system, that was designed to automate hiring, systematically downgraded resumes that included the word “women” or referred to women’s colleges. Since this AI tool was trained on mostly resumes from male candidates, this introduce bias into the selection algorithm, and women were filtered out from the candidate pool. This example highlights how an AI system can continue to propagate bias, reflecting and perpetuating the tech industry's historical gender imbalance.
The European Union’s Artificial Intelligence Act, passed in 2024, sets strict requirements for transparency, risk management, and human oversight. Organizations found in violation can face fines of up to 6% of global annual turnover, demonstrating the real financial risks of inadequate AI governance. This regulatory environment has prompted leading companies to invest heavily in compliance frameworks and continuous monitoring of AI systems
Implementing effective AI governance requires a holistic approach encompassing transparent decision-making, accountability, risk management, stakeholder engagement, and an ethical framework. Transparency is foundational. Organizations must be transparent about the AI use cases they chose to develop
and document how AI-driven decisions are made. This would ensure traceability and explainability. Transparent governance for AI applications would help detect and rectify biases proactively, fostering trust among stakeholders, and focus on the use cases that have the highest value and ROI potential.
Given AI's evolving nature, organizations must continuously identify, assess, and mitigate risks. Regular audits, testing, and validation of AI systems can proactively address vulnerabilities, maintaining trust and performance. Moreover, non-compliance risks significant financial penalties and restrictions on operations.
Having clear accountability and roles in the AI governance framework helps define who oversees AI systems and outcomes. Creating dedicated roles such as an AI Ethics Officer or AI Governance Committee ensures clear accountability structures. These roles oversee adherence to ethical principles, regulatory compliance, and stakeholder engagement.
Focusing on the right AI use case, promoting accountability and oversight also must come with engaged stakeholders and business sponsors. Clear communication about AI's use cases, data practices, and ethical standards enhances transparency and mitigates reputational risks. Integrating ethical AI principles such as fairness, privacy, accountability, and human oversight into AI strategy helps guide organizational decision-making, promoting consistent ethical behavior across AI applications.
Real-world AI Governance Successes
Leading organizations demonstrate that strategic AI governance yields substantial benefits. For example, IBM has established an AI Ethics
IN RECENT YEARS, AI GOVERNANCE HAS EMERGED AS A CRITICAL DIFFERENTIATOR, DETERMINING WHETHER ENTERPRISES CAN SUSTAIN TRUST, ACHIEVE REGULATORY COMPLIANCE, AND UNLOCK LASTING VALUE FROM THEIR AI INVESTMENTS
Board responsible for setting standards and conducting assessments, reinforcing trust and compliance. Similarly, Microsoft's Responsible AI principles guide product development, ensuring AI aligns with ethical standards and legal requirements.
Steps to Develop and Implement AI Governance
Organizations seeking to establish effective AI governance should consider:
Assessment: Evaluate existing AI systems, identifying risks, gaps, and areas for improvement.
Framework Development: Create policies and procedures aligned with ethical guidelines, regulatory standards, and organizational values.
Stakeholder Involvement: Engage diverse stakeholders to ensure governance approaches reflect broad perspectives and enhance buy-in.
Training and Awareness: Equip employees with knowledge about AI governance
principles, fostering a culture of responsibility and compliance.
Monitoring and Adaptation: Implement systems to monitor AI performance continuously, adapting governance practices as regulations evolve and risks emerge.
Future-Proofing AI through Governance
Effective AI governance is no longer optional— it's essential for maintaining competitive advantage, trust, and regulatory compliance in a rapidly changing digital landscape. Organizations that proactively embrace AI governance not only mitigate risks but also position themselves to harness AI's full potential ethically and sustainably.
By embedding robust governance into their AI strategies, forward-looking companies ensure that AI remains a powerful force for innovation, growth, and societal benefit. Robust AI governance is not just a compliance requirement—it’s a strategic imperative for maintaining trust, avoiding legal pitfalls, and maximizing the value of AI investments.
Manika Gupta
CIO- Business Segment & Enterprise Systems, GE
Making an Impact through Technology and Teamwork
Manika Gupta is a visionary technology leader with over 17 years of experience driving digital transformation, corporate strategy, and AI innovation across various industry functions and sectors. As CIO at GE, she has led large-scale IT operations, cybersecurity initiatives, and multimillion-dollar transformation programs. With deep expertise in M&A, cloud migration, and risk management, she excels in aligning IT strategy with business goals. Manika holds an MBA in Information Management and a B.Tech in Information Technology. She is passionate about developing global, results-driven team of teams and building future-ready organizations through continuous improvement and lean practices. Recently, in an exclusive interview with CIO Magazine, Manika shared insights into her leadership philosophy, approach to technology, and commitment to diversity and inclusion, as well as her personal philosophies, goals for the future, words of wisdom, and much more. The following excerpts are taken form the interview.
Hi Manika. What drives your passion for technology and leadership?
My passion for technology and leadership is driven by the profound impact these two areas have on shaping the future. Technology is an ever-evolving force that has the power to solve complex problems, drive innovation, and transform industries. What excites me most is the connectedness, and the potential technology has, to create solutions that not only push boundaries but also make a meaningful difference in people’s lives. I mean driverless cars, eVTOLs, robots, automated homes, the list is never ending on how technology is making lives simpler.
Leadership, on the other hand, fills my heart every single day, it fuels my drive to inspire, empower, and guide others through their journey and be a part of it. I still remember from my early career days, one of the first teams I was asked to lead, I had members of the team whose only goal was to feel motivated as they had been burnt out from their prior jobs – it was eye opening and a real platform for me to grow as a leader. From then on, I realized leadership is about understanding the real motivations of your teams, caring for them and helping them uplift every single day for their growth and for the growth of the organizations. Leadership drives a culture of collaboration, continuous learning, and resilience, especially in a world where technology plays a central role and ironically sometimes makes it harder for people to connect. Together, this passion drives me to not only lead with purpose but to also innovate and inspire those around me to embrace the possibilities of what lie’s ahead.
What do you love the most about your current role?
For me, It all comes down to the people. I began my career as a software engineer, writing code, and through that experience, I’ve come to firmly
BUILDING A COHESIVE TEAM WITH A SHARED PURPOSE THAT CONSISTENTLY DELIVERS EXCEPTIONAL RESULTS IS BOTH THE MOST CHALLENGING AND MOST REWARDING ASPECT OF MY WORK
believe that technology is straightforward, but people are complex. Building a cohesive team with a shared purpose that consistently delivers exceptional results is both the most challenging and most rewarding aspect of my work — and it’s what I love the most about my role.
As a CIO, I oversee a wide range of technology functions, from managing shared enterprise applications across business units to IT operations for two distinct business segments, along with transformation initiatives within a broad digital ecosystem. With such a diverse portfolio, having a framework that acts as the ‘DNA’ for the team is essential and is the binding element which keeps them focused and moving in the same direction. That foundation begins with aligning everyone around a common set of goals, which, at its core, means understanding the specific business problem we’re aiming to solve together.
I dedicate a significant amount of time working closely with my team to discuss, debate, and refine these fundamental elements. Building a group of experts who are skilled at identifying the right problems is crucial, because data shows that 80% of teams fail to deliver the intended outcomes simply because they are focused on solving the wrong problems — essentially, they’re climbing the wrong hill. So for me, people are the critical and the most important element and I cherish working alongside my teams every single day.
Can you share your thoughts on the future of technology and its potential impact on various industries?
The AI age is here! technologies like generative AI and quantum computing are constantly emerging and old technologies are rapidly
evolving. Future of technology is global and connected. The cascading impact of a right or wrong decision has never been more real. AI and automation are the centre stage of every conversation regardless of the industry and the age group you speak with. Starting from communication (social media, instant messaging, virtual meeting rooms) to healthcare (telemedicine, medical AI), to education (online learning) to modes of transportation (driverless cars, eVTOLS) to home and industrial automation including creating digital threads, accessibility to robots, extended reality, biotechnology everything is powered by tech. Blockchain technology is disrupting the financial sector for more secure payments and transactions. I think we are in this crazy phase of massive disruption that is happening across industries all at the same time – disruption that is real and groundbreaking, all thanks to the advancement in technology. The future is bright - it will be chaotic for a while as it is coming with a lot of change and there is going to be a lot of learning before we can realize its full potential. Those who embrace agility and adaptability will win the race.
What role do you think diversity and inclusion play in driving innovation and success in the tech industry?
Imagine a team with people who think the same and do the same work every single day without being challenged or with no drive to innovate and disrupt. Sounds odd and opposite to the growth mindset right? Well, that is why Diversity and inclusion play a pivotal role in driving innovation and success within the tech industry which is evolving by the second and requires innovative thinking to drive large
BY BRINGING TOGETHER INDIVIDUALS WITH DIFFERENT BACKGROUNDS, EXPERIENCES, AND PERSPECTIVES,
COMPANIES ARE BETTER EQUIPPED TO APPROACH PROBLEMS FROM MULTIPLE ANGLES, FOSTERING CREATIVE SOLUTIONS
scale impact. By bringing together individuals with different backgrounds, experiences, and perspectives, companies are better equipped to approach problems from multiple angles, fostering creative solutions that may not emerge in a more homogeneous environment. Diverse teams are more likely to identify unmet needs and generate ideas that resonate with a broader range of users, enhancing product development and customer satisfaction. Moreover, inclusive workplaces tend to attract top talent from a wider pool, creating a dynamic and adaptable workforce that can respond quickly to changes in technology and market demands. When individuals feel valued and empowered to contribute their unique perspectives, collaboration improves, leading
to higher employee engagement, productivity, and retention. Ultimately, embracing diversity and inclusion is not just a moral imperative, but a strategic advantage in achieving long-term success not only in the fast-evolving tech sector but in any sector.
Congratulations on being honored the Global CIO 100 Award and recognized as one of the Top 100 women in Technology for 2025. Our readers would love to know the secret mantra behind your success.
I’m deeply humbled and grateful for the recent industry recognitions. For me its three foundational aspects – exposure and being open to new opportunities, the drive for continuous
learning and the people who make everything happen. As a seasoned industry leader, I believe constant learning is at the heart of my leadership. I have been with GE for 13+ years and in my early years I rotated through the leadership programs within the company that exposed me to different functions, businesses, leaders and problem statements. Each one of those helped me to build new skills at a very fast pace and over the years I kept being vulnerable and kept taking new roles and challenges that kept adding to my skillset and honestly that’s what has helped me immensely in being the holistic leader that I am today.
Getting opportunities is one thing, realizing and being aware of it is another because when you get one, you need to embrace it and give your best efforts to honour it. Not everyone gets the chance so when you get one, you need to go all in and put in all your efforts as that gives you the platform for exponential growth. When you add curiosity and continuous learning mindset to this platform you get the secret sauce to success. And to top it, when you bring in people to this equation you get the highest high there ever is because leadership usually gets lonely at the top and if you can bring people with you on this journey, it’s the greatest achievement you could ever wish for.
I can’t emphasize enough on the people aspect and how critical and impactful the relationships we build, are to what we do in our personal and professional lives. People are at the root of my success – every milestone has been shaped and touched by the strength of my team and the wisdom of my mentors. The collective belief we have in each other’s strength and the investment we make in each other’s development efforts defines these memorable
moments. I firmly believe that success is never solo, it’s a team effort and it’s powered by those who walk beside you.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
Two guiding philosophies stand out as foundational to my personal and professional growth: being present and embracing failure. These philosophies have not only shaped my mindset but have also been the key to navigating challenges, seizing opportunities, and finding fulfilment in my career.
The combination of being present and embracing failure has been a powerful framework for me personally in any situation. When I focus on the moment and give my full attention to the work at hand, I find that my decisions are more intentional and my relationships with colleagues, clients, and mentors are more genuine. I’m no longer chasing after the next promotion or milestone with blind ambition; instead, I’m investing in each moment and each opportunity, knowing that success will follow when I give my best.
I am a risk taker at heart, and I know that risks come with rewards and failures both. I was 6 years old when my grandfather and I started playing card games. We would play for hours to just beat each other for the happiness of winning. Today, when I reflect on those memories, I think there is so much more to it than it was then (just winning the game), he was teaching me a critical life lesson on wins and losses coming from the risks you take. It made me bold; it helped me build the skills to judge situations effectively to take calculated risks, risks that
came with both rewards and learnings - rewards that led to exponential growth and learnings that helped me to adapt and grow further. Failure is not a setback; rather, it is a necessary part of the learning process that ultimately leads to success. As I think back, these principles have allowed me to stay grounded, resilient, and focused on the bigger picture, while also learning to appreciate the smaller, more meaningful moments that make the journey worthwhile.
Is there a particular person you are grateful for who helped get you to where you are?
I feel incredibly lucky and deeply grateful for the unwavering support of my family and mentors, whose guidance has shaped the values at the core of who I am today. Growing up, my parents and sister instilled in me the importance of staying positive, learning from my mistakes, and always moving forward. Fast forward to today, my husband’s steadfast belief in me pushes me to constantly challenge myself and strive to become a better version of who I am. From an early age, I learned the priceless value
WHEN INDIVIDUALS FEEL VALUED AND EMPOWERED TO CONTRIBUTE THEIR UNIQUE PERSPECTIVES, COLLABORATION IMPROVES, LEADING TO HIGHER EMPLOYEE ENGAGEMENT, PRODUCTIVITY, AND RETENTION
I AM NO LONGER CHASING AFTER THE NEXT PROMOTION OR MILESTONE WITH BLIND AMBITION; INSTEAD, I AM INVESTING IN EACH MOMENT AND EACH OPPORTUNITY, KNOWING THAT SUCCESS WILL FOLLOW WHEN I GIVE MY BEST
of mentorship, and I’ve been fortunate to have mentors across academia, work, and industry who have not only invested in my growth but have helped shape my leadership journey. Their support has made me who I am today, and I am committed to developing others by sharing my experiences and journey with them for their growth as they are now walking the path I once did, in my early days.
What are some of your passions outside of work? What do you like to do in your time off?
Not many people know, I am an artist. I love mixing colours, and I do mixed media acrylic paint on canvas whenever I get time, usually on weekends for few hours. Art is therapeutic and spending some time with myself creating something meaningful helps me slow down.
Engaging with colours, shapes, and textures promotes a meditative state that quiets my mind and helps to relieve the built-up stress. Art not only soothes the mind but also stimulates positive emotions, fostering a deeper connection to oneself and the world around us. My home is a living art gallery and an excellent conversation catalyst for most of my friends and family.
I also love driving, so on long weekends, I usually drive to nearby destinations, with my husband and our 5-year-old dog (still a puppy), closer to water to spend some time with nature.
What is your biggest goal? Where do you see yourself in 5 years from now?
The role of technology has transformed dramatically over the years. What was once a supporting function is now integral to every aspect of business decision-making. Technology today isn’t just a tool—it has a seat at the board of every company, helping not just shape and drive strategies but also successfully execute them.
Looking ahead I want to continue to build global team of teams to innovate our tech landscape where technology completely takes over the repeatable, mundane tasks while people focus on staying creative and finding gaps/bigger avenues to drive transformation and impact. The power of technology and AI is here however today we are just scratching the surface for short term gains. We need massive brainpower to build the strategy on how we can scale the potential of these superpowers over the next few years to drive the productivity and gains that today we are only discussing. It is much greater than securing complex commercial deals to streamlining supply chains, managing inventory or even anticipating customer needs to minimize downtime. It will be a function agnostic ‘dataverse’ fuelled by
human creativity to stitch threads that will drive the new era of business landscape and ecosystem for massive value creation – both for the organizations and for the people.
Alongside this goal, I also want to find meaningful ways of connecting with the next generation of talent. I’m eager to mentor young professionals, not just in technical skills, but in life skills—how to handle stress, navigate failure, manage teams, and tackle challenges that often only come with experience. These are lessons many of us learnt the hard way, and I’m passionate about finding creative ways to educate the next generation of talent and help them grow.
What advice would you give to young professionals looking to break into the technology industry?
For young professionals looking to break into the technology industry, my advice would be to stay curious and never stop learning. The tech landscape is constantly evolving, so embracing a mindset of continuous growth is key. Start by building a strong foundation in the fundamentals, whether it’s coding, understanding data, or learning about emerging technologies like AI and blockchain. But equally important is developing soft skills—communication, problem-solvingasking the questions to find the right problem, and teamwork. These are often the differentiators in a field where technical expertise is just the starting point. Don’t be afraid to take risks, experiment, and fail fast—failure is often the best teacher. Network actively, seek mentorship, and always be open to new opportunities. Remember, tech isn’t just for "techies"—it’s an industry that touches every sector and with AI advancement it will be in the hands of everyone, so find your niche and carve out your unique path.
Tze Phei Tee
CIO, Wasco Berhad
Building a Sustainable Energy Future through Innovation
Tze Phei Tee is the Chief Information Officer at Wasco Berhad, where he spearheads the Group’s digital transformation and innovation agenda across global energy markets. With over a decade of experience spanning Oracle, IBM, Hitachi, Accenture and Wasco, he brings deep expertise in Industry 4.0, energy modernisation, and sustainability. Tze Phei has been at the forefront of Smart Grid and Energy Transition efforts in ASEAN since 2013. Known for blending strategic vision with emerging tech like AI, IoT, and data analytics, he is also a certified Agile Scrum Master. Tze Phei holds an MSc from Warwick Business School and a Bachelor’s in Electronics Engineering.
Recently, in an exclusive interview with CIO Magazine, Tze Phei shared insights on his career journey, digital transformation, and the future of the energy industry. With over a decade of experience in Industry 4.0, energy modernization, and sustainability, Tze Phei discussed the importance of Virtual Power Plants (VPPs) and Distributed Energy Resources (DERs) in shaping the future of energy, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Tze Phei. Can you tell us about your early career experiences and how you got started in the energy industry?
Good day, first of all thank you for the opportunity to be featured in your esteemed magazine. It is truly an honour.
Looking back at the early days of my career, I began my journey with leading global business and technology consulting firms, helping my customers in strategise, design and implement digital solutions as part of their long-term transformation journeys. Interestingly, the term “digital” was not widely used then, everything was described as “smart” — smart city, smart home, smart water, you name it.
In 2013, I was fortunate to be among the few in the Southeast Asia to witness the wave of global modernisation disrupting the energy and utilities industry. At the right place and right time surrounded by the right people, I was given the opportunity to help pioneer this evolution regionally, starting in Malaysia through the national Smart Grid and Smart Metering programme. Given how the core design of power grids had remained largely unchanged for a century, this was a “once-in-a-generation” transformation — moving towards more intelligent, dynamic infrastructure powered by data, analytics, Internet of Things (IoT) and AI. It also laid the groundwork for accommodating large-scale power generation and distributed renewable energy, paving the way for what we now call the “Energy Transition”.
What do you love the most about your current role?
Job satisfaction, without a doubt. Driving digital transformation alongside my passionate global team at Wasco is both challenging
SMART GRID AND SMART METERING PROGRAMME
LAID THE GROUNDWORK FOR ACCOMMODATING LARGE-SCALE
AND DISTRIBUTED RENEWABLE ENERGY, PAVING THE WAY FOR WHAT WE NOW CALL THE “ENERGY TRANSITION”
and deeply rewarding. From listening about business challenges and co-creating solutions to implementing and realising tangible business values – every step allows us to make a lasting impact on the organisation. Being part of this journey and leaving a meaningful footprint is what truly drives me.
How
do you think Virtual Power Plants (VPPs) and Distributed Energy Resources (DERs) will shape the future of the energy industry?
When most people talk about renewable energy, they think of large-scale green power generation producing at the range of hundreds of MWac. However, after years of advocacy within my community, I have come to emphasise a broader, more nuanced approach, where Virtual Power Plants (VPPs) and Distributed Energy Resources (DERs) are essential components to be embedded as part of the end-to-end grid modernisation in order to support the increasing demand of electrification in our lives.
While renewable energy like wind and solar are vital in reducing global GHG emissions, they also introduce new challenges to the traditional grid particularly at the distribution level – impacting reliability, resiliency and in some cases affordability. This is where the management of Distributed Energy Resources (DER) comes in to intelligently optimise the coexistence of fossil fuel with variable renewable sources, like rooftop solar, battery, Electric Vehicle (EV) and other flexible loads.
Ultimately, if we apply the right engineering and digital solutions, renewable energy can become stable and dependable enough to dominate the energy mix. This vision includes empowering consumers to become active
prosumers, contributing energy back to the grid to balance the supply and demand in real-time form. If scaled across national grids, this model could be a major breakthrough in addressing today’s energy trilemma.
What's your take on the role of design thinking in digital transformation?
Design thinking is one of the most empathetic and impactful approaches I have used so far in truly listening to and understanding our stakeholders. It enables us to define the right problems and design the right solutions, before jumping prematurely into solutions, ensuring technology follows real needs.
That said, its iterative and time-intensive nature can be perceived as low-value by certain stakeholders who prioritise quick outcomes and struggle to see the immediate benefits. In that sense, Design Thinking to me is considered a double-edge sword. When applied thoughtfully within the right context, it drives powerful outcomes. But, if introduced too early or misaligned within expectations, you may face resistance from stakeholders especially during the early stages of a digital transformation journey.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
Never compare yourself to others. Compare yourself to who you were yesterday, because there is no standard definition of success in our life. We each walk a different path, different starting points, different opportunities along the way, and even different priorities at different stages of life.
To me, success is about crafting a unique story for yourself, one that you will be proud of to tell and pass on to future generations when the time comes.
What is your favorite quote?
One that consistently comes on top of my mind is “Growth and comfort do not coexist”, by the former CEO of IBM, Ginni Rometty. Ever since, it has been a motivational quote for me to grow myself in today’s challenging world.
Is there a particular person you are grateful for who helped get you to where you are?
Definitely, in fact there is not just one person but I am fortunate to have had a few. Apart from my parents, I have met several lifelong mentors early in my career who unconditionally provided me golden opportunities, guidance and support in a consistent manner. We started as colleagues, grew into mentor-mentee relationships, and today remained close lifelong friends.
What are some of your passions outside of work? What do you like to do in your time off?
Travel is high on my list —whether solo or with a group of friends or family, each experience brings a different vibe and purpose. I have deep appreciation for exploring unique cultures of different countries and regions. It is not just about ticking off major attractions, sometimes, I find the greatest joy in simply sitting quietly in a foreign place, observing the rhythm of everyday life and the stories of people from all walks of life.
Creativity also fuels me. Outside work, I enjoy designing — whether it’s photography,
video editing, or creating infographics and short clips. I draw inspiration from books, films, music and other creators. It’s a form of selfexpression that recharges me.
What is your biggest goal? Where do you see yourself in 5 years from now? My immediate goal is to lead Wasco’s long-term transformation journey successfully as Group CIO — by building an elite team, fostering collaboration, and driving meaningful outcomes across the organisation.
I am aware of the complexities ahead, especially considering the global statistics on digital transformation success rates. Still, I remain hopeful and committed to navigating the challenges and delivering lasting value
What advice would you give to aspiring professionals looking to break into the energy industry?
Traditionally, the energy industry was often viewed as less appealing compared to sectors like banking or telecommunications. However, global imperatives such as Energy Transition,
WHILE RENEWABLE ENERGY LIKE WIND AND SOLAR ARE VITAL IN REDUCING GLOBAL GHG EMISSIONS, THEY ALSO INTRODUCE NEW CHALLENGES TO THE TRADITIONAL GRID PARTICULARLY AT THE DISTRIBUTION
LEVEL – IMPACTING RELIABILITY, RESILIENCY AND IN SOME CASES AFFORDABILITY
THE CONVERGENCE OF MEGATRENDS OF RENEWABLE ENERGY AND DIGITAL TECHNOLOGIES HAS POSITIONED THE ENERGY SECTOR AS ONE OF THE MOST EXCITING AND TRANSFORMATIVE FIELDS TO WORK IN
Net Zero commitments and ESG mandates have reshaped this perception significantly. The convergence of megatrends of renewable energy and digital technologies has positioned the energy sector as one of the most exciting and transformative fields to work in.
In order to be part of this industry, it is crucial to have a genuine curiosity and passion for how energy powers the world. This interest often can be started on a personal level, as energy touches every aspect of our daily lives. What makes this industry interesting is
that there is an abundance of opportunities to modernize and innovate within the ecosystem of energy. These opportunities are not confined to conventional energy giants, but they also can be offered by an increasing number of new energy players disrupting the market with advanced solutions and services focused on reducing GHG emissions. In short, energy today is not just about merely power generation or oil and gas, but also about the innovations driving increased electrification with the adoption of green technologies in many areas of our life.
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 ?
PATCHING THE HUMAN LAYER: A STRATEGIC IMPERATIVE FOR CIOS AND CISOS IN 2025
Chad Fullerton
Vice President of Information Security, ECI
Chad Fullerton is the Vice President of Information Security at ECI, where he leads cybersecurity, risk management, and compliance initiatives for highly regulated industries. With a strong foundation in IT and a master's in business administration, Chad bridges the gap between technical execution and executive strategy. He has spearheaded the development of robust security frameworks, enhanced regulatory compliance, and fortified defenses against evolving cyber threats. A CISSP-certified expert, Chad is also a devoted husband to his beautiful wife Jenn and proud father to two awesome boys, Asher (7) and Atlas (5), balancing professional excellence with a deep commitment to family life.
As we move deeper into 2025, one cybersecurity truth remains unchanged: the human element continues to be the most exploited vulnerability in the enterprise. Despite decades of investment in awareness campaigns and technical controls, Gartner estimates that nearly half of all significant cyber incidents this year will involve human error or manipulation. Whether it’s phishing, social engineering, or deepfake-enabled fraud, users remain a primary attack vector.
For CIOs and CISOs, this presents both a challenge and an opportunity. While we’ve made tremendous strides in modernizing our security stacks—adopting Zero Trust
architectures, AI-driven XDR platforms, and cloud-native defenses—user training often remains outdated, underfunded, and misaligned with today’s threat landscape.
The Human Firewall: Still the Weakest Link
Security awareness training has historically been treated as a compliance requirement rather than a strategic initiative. It’s often generic, infrequent, and disconnected from real-world threats. Worse, it’s rarely tailored to the unique needs of different user groups or industries. This approach is no longer tenable.
Modern threats are dynamic, sophisticated, and increasingly personalized. Attackers are
THE NEXT GENERATION OF SECURITY AWARENESS
PLATFORMS ARE LEVERAGING ARTIFICIAL
INTELLIGENCE TO DELIVER PERSONALIZED, ADAPTIVE LEARNING EXPERIENCES
using AI to craft convincing phishing emails, generate synthetic voices, and even create deepfake videos to impersonate executives. If our adversaries are using AI to attack, we must use AI to defend—starting with how we train our people.
AI-Driven Learning: The Future of User Awareness
The next generation of security awareness platforms are leveraging artificial intelligence to deliver personalized, adaptive learning experiences. These platforms analyze user behavior, communication patterns, and threat telemetry to deliver training that is:
Contextual: Tailored to the user’s role, risk profile, and recent activity.
Bite-sized: Delivered in short, digestible modules (under 3 minutes), optimized for mobile consumption.
Dynamic: Continuously updated based on emerging threats and user performance.
This shift from static, one-size-fits-all training to intelligent, behaviorally driven learning is a game-changer. It allows organizations to meet users where they are—on their devices, in their workflows, and within their attention spans.
Know Your Users Like You Know Your Network
Just as we segment networks and classify data, we must segment our users. Different demographics consume information differently and are vulnerable to different types of attacks. For example:
Digital Natives
(<40): Prefer short-form, mobile-first content. They’re less likely to follow rigid processes but more responsive to gamified, socially integrated training.
Experienced Professionals (40–60):
Respond better to instructor-led sessions and interactive workshops. They’re more cautious but also more susceptible to deepfake and voice spoofing attacks.
Executives and High-Value Targets:
Require bespoke training and simulation exercises, including deepfake awareness and social engineering tabletop scenarios.
Understanding these nuances allows CIOs and CISOs to deploy training that resonates with each group, increasing engagement and retention.
Tailoring Training to Industry-Specific Threats
Generic phishing simulations are no longer sufficient. AI-enhanced platforms can now ingest real phishing attempts from your organization’s environment—email gateways, SIEMs, and endpoint logs—to craft hyperrelevant simulations. This enables:
Role-based training for finance, HR, and executive teams.
Threat modeling aligned with your industry—be it healthcare, finance, manufacturing, or defense.
Real-time feedback loops that improve both user behavior and detection systems.
This level of specificity not only improves training outcomes but also aligns user awareness with your broader risk management strategy.
Beyond the LMS: Building a Culture of Security
Security culture is not built in a Learning Management System (LMS). It’s embedded in how your organization responds to mistakes, encourages reporting, and reinforces positive behavior. Punitive approaches—such as shaming users who click on simulated phishing links— can backfire. They create a culture of fear, where employees are hesitant to report real incidents.
Instead, foster a culture of curiosity and psychological safety: Celebrate early reporting.
Encourage questions, even if they seem “basic.”
Use mistakes as teachable moments, not disciplinary triggers.
When users feel safe to speak up, your organization becomes more resilient.
Tabletop Exercises: Preparing for the Unthinkable
CIOs and CISOs should champion crossfunctional tabletop exercises that simulate modern attack vectors—especially those involving AI-generated content. For example:
What happens when your CFO receives a video call from a “CEO” requesting an urgent wire transfer—only it’s a deepfake?
These exercises not only prepare your teams but also expose gaps in your incident response playbooks and communication protocols. They help bridge the gap between theoretical training and real-world readiness.
AS CIOS AND CISOS, WE MUST TREAT USER TRAINING WITH THE SAME STRATEGIC RIGOR AS ANY OTHER SECURITY INVESTMENT
Metrics That Matter: Measuring the ROI of Awareness
To elevate user training to a strategic initiative, CIOs must measure its impact. Key metrics might include:
Reduction in phishing click-through rates. Increase in incident reporting volume and speed.
Engagement rates with training content.
Behavioral improvements over time. These metrics can be tied to broader business outcomes—such as reduced incident response costs or improved audit performance—making it easier to justify continued investment.
Conclusion: You Can’t Patch Users— But You Can Upgrade Them
The phrase “you can’t patch users” has become a cliché in cybersecurity circles. But with the right strategy, tools, and leadership, we can do something even better: we can upgrade them.
As CIOs and CISOs, we must treat user training with the same strategic rigor as any other security investment. AI-driven, behaviorally intelligent training platforms are no longer optional—they are essential. The human layer is not a liability; it’s an underutilized asset. Let’s start treating it that way.
RETHINKING FUND STRUCTURES: WHAT TODAY’S INVESTORS SHOULD LOOK OUT FOR
Barry Ritchie Chief Investment Officer, Norn
Ventures
Barry Ritchie is the Chief Investment Officer at a London-based firm, Norn Ventures specialising in venture and private capital. With over 20 years of global investment experience, he has led capital deployment strategies across healthcare, technology, and emerging markets. Barry has a proven track record of raising and managing multi-million-pound funds, sourcing high-growth opportunities, and working closely with founders to scale disruptive businesses. His work spans both institutional and private investors, and he plays a key role in structuring complex deals and forming long-term capital partnerships. Barry is also actively involved in thought leadership and market commentary, sharing insights on innovation, capital formation, and the evolving role of alternative investments in the global economy.
In an era where capital flows freely across asset classes and borders, investment funds remain a mainstay of diversified portfolios. From private equity to venture capital, infrastructure to real estate, funds offer access to opportunities otherwise unreachable by individual investors. But as the market matures and investor expectations sharpen, a quiet shift is underway — one that raises fundamental questions about how capital is pooled, managed, and deployed.
The traditional fund structure, despite its ubiquity, is increasingly being scrutinised. It’s not that funds are inherently flawed — far from it — but that the assumptions underpinning them often lag the expectations of today’s investors. CIOs, family offices, and private clients are becoming more selective, not only about the assets they back but the structures through which they invest.
The Transparency Challenge
One of the most significant issues is transparency. Many investors in closed-ended or blind pool funds have little insight into how their capital is allocated until long after commitments are made. The standard quarterly reporting cycle, while familiar, often lacks detail and context. By the time problems emerge — a missed milestone, a write-down, a change in management — the capital is already locked in.
In a world driven by real-time data, the opacity of fund reporting feels increasingly out of step. Investors are asking sharper questions: What is the deal pipeline? Who are the decisionmakers? How are investment opportunities sourced, and what filters are applied?
The demand isn’t unreasonable. In public markets, visibility is near-instant. Shouldn’t
private capital begin to mirror that expectation, at least in principle?
Fee Structures and Alignment
The second key concern is alignment of interest. Traditional “2 and 20” models — 2% management fees and 20% carry — were originally designed to incentivise performance. But they’ve also drawn criticism for allowing managers to profit regardless of outcome. In tough market cycles, some investors feel they’re underwriting overheads more than performance.
What many investors are now seeking is a genuine risk partnership. That could mean reduced base fees, greater emphasis on performance-based incentives, or co-investment by managers alongside LPs. In other words: don’t just manage our capital — treat it like your own.
To their credit, some newer funds are experimenting with more investor-friendly models. Deferred fees, hurdle rates, and clawback mechanisms are becoming more common, but progress remains uneven across the industry.
Sourcing: The New Differentiator
In private markets, especially in venture capital and early-stage investing, deal flow is everything. Historically, LPs have had limited access to the inner workings of sourcing and selection. That’s changing. As capital becomes more commoditised, access to highquality, proprietary opportunities is now the key differentiator.
Investors increasingly want to know: Is this fund participating in oversubscribed rounds, or leading them? Are the opportunities inbound, or the result of decades of relationship-building? Are managers chasing trends, or cultivating overlooked areas with real, patient conviction?
THE TRADITIONAL FUND STRUCTURE, DESPITE ITS UBIQUITY, IS INCREASINGLY BEING SCRUTINISED
This is particularly relevant in sectors such as healthcare, deep tech, or climate, where domain expertise and long-term networks are essential for successful navigation.
The Rise of Strategic Capital
Another emerging theme is the rise of strategic capital — investors who want more than just financial exposure. Increasingly, CIOs and sophisticated LPs seek insight, influence, and proximity to innovation. They want to sit closer to the action: joining advisory boards, contributing market knowledge, or forming strategic partnerships that benefit both capital and company.
This preference stands in contrast to traditional blind pools, where the investor experience can feel abstract and detached. As a result, more capital is moving toward direct deals, syndicates, or bespoke mandates that offer control, flexibility, and a front-row seat to value creation.
Time Horizons and Liquidity
It’s also worth considering the tension between illiquidity and trust. Investors understand that private market investing requires patience. But the decision to lock up capital for 8–10 years (or longer) requires an unusual degree of confidence — not just in the strategy, but in the individuals behind it.
This is why team composition and track record have become more important than ever. Investors are less swayed by brands and more focused on people: Who is actually managing my capital? What’s their background, their reputation, their network?
Where trust is strong, investors are more comfortable with long-dated strategies. But
IN A WORLD DRIVEN BY REAL-TIME DATA, THE OPACITY OF FUND REPORTING FEELS INCREASINGLY OUT OF STEP
where opacity persists, the desire for liquidity — or at least optionality — grows louder.
What Comes Next?
None of this is to suggest the fund model is obsolete. But the market is clearly asking for
more evolved, investor-aligned structures. That includes:
Increased transparency into pipeline, process, and performance
Flexible fee models that better match risk and reward
Visible alignment between managers and investors
Stronger access to high-quality deal flow, particularly in niche sectors
More optionality in terms of liquidity and co-investment rights
While these changes are gradual, they reflect a deeper shift in how sophisticated investors view their capital — not just as a passive allocation, but as a strategic instrument.
A Final Word
As CIOs, we are stewards of capital — not just for returns, but for the values and principles our capital represents. In an increasingly complex world, it’s not enough to chase yield or diversify risk. We must also consider how we invest: the structures, relationships, and philosophies that shape each commitment.
The good news? A new generation of fund managers is emerging — more transparent, more aligned, and more investor-centric. For those of us entrusted with deploying capital at scale, now is the time to engage with these innovators, ask the hard questions, and champion models that truly reflect the best of what long-term investing can be.
Creating an Impact through Innovation and Data Linda Powell
Former Enterprise Deputy Chief Data Officer, BNY Mellon
Linda F. Powell has over 20 years of experience in the finance industry including commercial banking, banking supervision, and supporting economic research. She spent most of her career with the Federal Reserve System. She was also the Chief Data Officer at the Treasury Department’s Office of Financial Research and the Consumer Financial Protection Bureau. In 2018 she joined Citibank as the Global Head of Data Governance, Data Reporting, and End User Computing and in 2021 she joined BNY as the Deputy Chief Data Officer. She has published several papers on the topics of data standards, metadata, and data strategy. She has a B.A. in Economics from Rutgers University and an M.S. in Quantitative Finance from George Washington University. Recently, in an exclusive interview with CIO Magazine, Linda shared insights on her career journey, the future of data management, leadership principles, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
CURIOSITY HELPS YOU IDENTIFY THE CAUSE OF ANOMALIES, PROBLEMS IN DATA QUALITY, AND UNREASONABLE STATISTICAL INSIGHTS
Hi Linda. Can you tell us about your early career experiences and how you got started in the field of data management?
I started my career in internal audit and banking. This taught me the importance of controls and how to analyse operational and technical systems. Having started my career before data management was a profession I grew along with the profession having one foot in business and the other in evolving technology. I was interested in the business insights from data and got proficient in the tooling to enhance the insights. Throughout my career I have always followed what I found interesting and enjoyable rather than chasing titles or money. Working with the Research functions at the Federal Reserve consistently provided interesting projects and brilliant partners.
What do you love the most about your current role?
In all of my roles, what I’ve loved the most is partnering with business teams to help bring business value to accomplish the impossible and make operations more efficient and controlled.
How do you see the field of data management evolving in the next 5 years?
Data management has gone through several significant evolutions during my lifetime. During the Big Data era, people talked about the 3 Vs. Volume, Variety, and Velocity. Big data focused on Volume and Variety. Gen AI builds on that but amplifies Velocity. Analysis is done so fast with AI. As a result, I think the field of data management will need to focus on how to enable the fast analysis of data. This increases
the need for high quality data and especially metadata to enable reasonable and accurate analysis.
How do you think data professionals can stay current with the latest trends and technologies in the field?
Read, listen, play. Personally, I’ve enjoyed using AI in both my personal and professional life to expedite and simplify tasks and analyse documents. I’m also a big advocate of attending conferences especially those that are outside of your comfort zone. You can learn a lot by being introduced to topics you don’t already understand.
What skills or qualities do you think are essential for success in data management and governance?
I often say that data management professionals need three skills: domain knowledge, technical skills, and curiosity. The most important is curiosity. I can teach someone the domain knowledge or the technical skills but I can’t teach curiosity. Curiosity helps you identify the cause of anomalies, problems in data quality, and unreasonable statistical insights. Learning the math that underlies statistical analysis during my Masters in Quantitative Finance taught me that the statistics aren’t always right. I think that curiosity with added skepticism will be essential in using gen AI.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I have several golden rules that I try to follow, but I’ll admit that I sometimes falter. The first
is to be authentic and to be kind. Always be careful not to undermine your colleagues – it doesn’t make you better. In terms of leadership: 1) it is important to remember that everything you say as a senior leader carries more weight than when you were a staffer (we replay everything our boss says to us a dozen times), 2) never complain about your management to staff (it makes everyone uncomfortable and creates stress), 3) don’t assume that you are always right / consider the alternative opinion (because sometimes you won’t be right).
Is there a particular person you are grateful for who helped get you to where you are?
Yes. I was incredibly fortunate to have an amazing leader as my first boss. He taught me more than how to be a good banker. He taught me how to be kind and tough at the same time. He taught me to appreciate the diversity of teams and opinions and how to adapt my style to bring out the best in the people around me. He put me into challenging positions at an early age and helped me find my way through them. When faced with a personnel challenge, I’ve often asked myself, “what would Al do in this situation.” He helped shape me into a leader rather than a manager.
What are some of your passions outside of work? What do you like to do in your time off?
I’m pretty active. Since the pandemic I’ve traded in my soccer cleats for golf shoes and I’m probably not doing any more triathlons but when the weather is nice, you’ll find me running along the Hudson or biking through central park. In recent years I’ve enjoyed competitive
IN ALL OF MY ROLES, WHAT I’VE LOVED THE MOST IS PARTNERING WITH BUSINESS TEAMS TO HELP BRING
BUSINESS VALUE TO ACCOMPLISH THE IMPOSSIBLE AND MAKE OPERATIONS MORE EFFICIENT AND CONTROLLED
story telling through NPR’s Moth events. I also serve on the Board of a nonprofit that runs 17 homeless shelters around NYC with programs to help families out of homelessness.
What is your biggest goal? Where do you see yourself in 5 years from now? In 5 years, I hope to be spending more time on the golf course and less in the office. My biggest goal has always been to improve things, whether that is international data standards, people’s lives, or the way a company operates, I love to bring it to life. Like many people, I’m intrigued by Gen AI. I hope to be the person
who makes Gen AI more reliable and valuable — improving not just business outcomes but trust in the technology itself.
What advice would you give to aspiring data leaders looking to break into the financial services industry?
Understand the math and models underpinning AI and apply that knowledge to risk management and the control environment. Data risk management will become a more critical piece of data management. As AI evolves, risk management need to evolve to address the risks we don’t yet know or understand.
