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BUILDING BUSINESSES THAT THINK FOR THEMSELVES

Istill remember the first time I saw a self-checkout machine at a grocery store. It felt futuristic, almost strange; was I really supposed to scan and bag everything myself?

Fast forward a few years, and now I barely think twice about it. That’s how quickly technology moves from “new and uncertain” to “part of everyday life.”

The business world is going through a similar shift right now. For years, leaders poured energy into modernizing IT by digitizing services, automating processes and streamlining operations. All of that was important groundwork. But today, the conversation has moved somewhere far more radical: the rise of AI-native businesses. These aren’t just companies using AI as a helpful add-on. They’re reimagining the very way an organization runs, with intelligence embedded at every level.

It sounds exciting, but let’s be honest, it’s also a little daunting. Agentic AI, large language models, and autonomous systems are moving at breakneck speed. Leaders are faced with tough questions: How do we innovate responsibly? How do we build trust while experimenting with tools that learn, reason, and adapt on their own? The opportunity is massive, but hesitation can be costly. Those who embrace change now will likely lead; those who wait may find themselves catching up later.

This issue of CXO Magazine dives into these pressing themes. Our cover story features an exclusive interview with Sanjay Srivastava, Chair of the Executive Technology Board, Venture Partner at Masagroup Ventures, and Chief Digital Strategist at Genpact. Sanjay shares his perspective on the shift from IT modernization to AInative operations and sheds light on the growing importance of Web 3.0 in shaping digital identity, ownership, and trust. His insights offer both clarity and direction in a noisy, fast-changing landscape.

You’ll also find thoughtful perspectives from leaders and innovators who are at the forefront of this transformation. These stories are meant not just to inform but to inspire, to spark ideas about how AI can reshape your own organization.

At CXO Magazine, our goal is to give you clarity and confidence at a time when business and technology are evolving at record speed. So, as you read through this issue, I encourage you to reflect, question, and imagine, because the future of AI is not just coming. It’s already here.

Enjoy Reading.

Sarath Shyam

SANJAY SRIVASTAVA

Chief Digital Strategist, Genpact

REDEFINING DIGITAL TRANSFORMATION THROUGH AI AGENTIC MODELS AND HUMAN CENTRIC INNOVATION

CHIEF SUSTAINABILITY OFFICER

Jonah Shell, Chief Sustainability Officer, REUZEit Inc

Scaling Circular Economy

Solutions to Drive Profitability and Sustainability in Global Industries

Roman Hahalev, CTPO, AVDO Ltd.

Before You Hire an AI Worker

Kevin Purcell, Senior Vice President, Global Partners, Alliances & Channels, Rimini Street

Unlocking Innovation and Growth Through Technology Partnerships

INTERVIEWS

Nate Perry-Thistle, CPTO, CipherHealth; CTO, PatientWisdom; CTO, Dabo Health

Reengineering Care Journeys with Compositional AI and Strategic Systems Design

Anupama Hatti, Head of Programme Delivery (Digital, Data and Technology Services), NHS Blood and Transplant

Empowering Digital Transformation in Healthcare

Steven Wood, Director, Sales Engineering, OpenText Cybersecurity

Leading Innovation in Cyber Resilience

SANJAY SRIVASTAVA

Chief Digital Strategist, Genpact

REDEFINING DIGITAL TRANSFORMATION THROUGH AI AGENTIC MODELS AND HUMAN CENTRIC INNOVATION

Sanjay Srivastava is Chair of the Executive Technology Board, a global tech think tank, and is Venture Partner at Masagroup Ventures, which incubates and invests in technology startups in the emerging AI and data space. Sanjay is Chief Digital Strategist at Genpact, a Fortune Most Innovative Company in America serving over a third of the F200 in Digital Transformation. He serves as an advisor and board member to several high-growth companies and venture-backed founders.

Previously, Sanjay was a public company CDO, tech startup CEO, and large enterprise GM. As a serial entrepreneur, Sanjay built four successful tech startups in Silicon Valley that were each subsequently acquired by Akamai, BMC, FIS, and Genpact, respectively. Sanjay started his career product managing compute servers at Hewlett-Packard (now HPE) and earned his graduate degree at the University of Minnesota and his undergraduate degree at the Indian Institute of Technology.

In a conversation with CXO Magazine, Sanjay dives deep into the rise of agentic AI, the shift from IT modernization to AI-native operating models, and the growing importance of Web 3.0 in reshaping digital identity and data ownership. From redefining workflows to fostering innovation-ready cultures, he offers a roadmap for business leaders to navigate complexity, stay agile, and lead with conviction and humility in the age of intelligent automation.

Enterprise digital strategy is undergoing a decisive shift: from legacy IT modernization to building AInative, agentic operating models – fundamentally redefining how work gets done in an enterprise

You’ve had a remarkable journey from being a Silicon Valley entrepreneur to leading digital strategy at Genpact. What key experiences or principles have shaped your approach to digital transformation over the years?

Over the years, I’ve come to see that digital transformation is never “done.” It’s a journey, not a destination. Early on, we all thought the hardest part was the technology. But that’s no longer true. Today, the real work is in rethinking how businesses operate: redesigning processes, driving cultural change, and getting data right - making data a first-class citizen in enterprise architectures.

As digital transformation reaches a new inflection point with the mainstreaming of predictive, generative and now agentic AI, enterprises are reassessing both their past progress as well as future direction. Across industries, we’ve already invested significantly in digitizing operations, modernizing infrastructure, and taking advantage of emerging technologies – and yet the journey has only really begun. The definition of “digital” is also evolving – from discrete, tech-led initiatives to embedded strategies that are inseparable from core business and growth priorities. And this redefinition of Digital now means managing significantly higher complexity, balancing incredible speed and agility with stability and leverage, and integrating sustainability, ethics and responsible AI governance.

As Chief Digital Strategist, you work at the intersection of cutting-edge technology and enterprise transformation. What are some of the most exciting developments you’re seeing in AI, data strategy, or process design today?

Enterprise digital strategy is undergoing a decisive shift: from legacy IT modernization

to building AI-native, agentic operating models – fundamentally redefining how work gets done in an enterprise. One of the most exciting developments I’m seeing right now is the rise of agentic AI.

We are all used to Generative AI by now. When you add planning, memory and orchestration to it we get to Agentic AI. So these are not just chatbots or automation scripts—they’re systems that can take a goal, figure out the steps to get there, work across tools and teams, and adjust along the way. Agentic AI is primarily designed to pursue goals with minimal human oversight - and can plan, act, adapt, and collaborate across systems. These are different from the assistive tools built on Generative AI that help users complete tasks more efficiently - but don't take on agency.

That’s a big shift. What makes this so powerful is the potential to run entire business processes autonomously – such as onboarding employees, managing invoices, or responding to customer requests. This autonomous enterprise is defined by software agents acting on behalf of teams, orchestrating workflows, and driving value creation across functions.

Given your experience building Genpact’s AI-enabled platform, how do you see artificial intelligence evolving from a business enabler to a strategic differentiator across industries?

For now, most of the efforts in assistive AI have been helping individuals with tasks rather than transforming end-to-end workflows, but with Agentic AI, we are now starting to see the beginnings of autonomous systems that can pursue goals, orchestrate workflows, collaborate across systems, and act with minimal human

intervention. These won’t just be copilots—they will become teammates, operators, and decision engines. And with that potential comes great opportunity — and real complexity: technical, organizational, and cultural — and those that get this right will win disproportionately.

What does all this mean for the way we used to architect technology in an enterprise?

To succeed in this new future, enterprises must rethink the foundations of their platforms—moving from monolithic stacks to modular, composable, and orchestrationready environments. And they must reevaluate traditional approaches to enterprise architecture — a thick core and thin edge may not make sense anymore as AI redefines how and where work gets done and shifts the paradigm to a thinner core with intelligence sitting around it in the form of AI agents.

With digital transformation accelerating globally, what trends or innovations do you believe will define the next wave of disruption for businesses?

The next wave of disruption I believe won’t necessarily be defined by a single technology, but by how we integrate, scale, and govern technologies to solve meaningful problems. Clearly compute capacity is expanding nonlinearly, model accuracy is increasing to near human, a new UI is in the works. We’ll see a fundamental rethinking of how businesses work, and people interact — how patients use AI to access their health records, how consumers pay and bank, how employees expect to engage with their employers. The winners in this next wave will be those who design seamless, secure, and

In this new operating model, technology leaders will partner with the business to orchestrate new fluid, interconnected ecosystems

empowering experiences that are rooted in deep understanding of shifting user expectations—not just new versions of old systems.

From your perspective, how can business leaders foster a culture that balances innovation with governance and sustainability in large-scale digital transformations?

Business leaders need to foster an environment where traditional silos blur. In this new operating model, technology leaders will partner with the business to orchestrate new fluid, interconnected ecosystems. Management will go from Command to Coordination – instead of micromanaging tasks, leaders will design workflows that integrate agents into teams and foster collaboration between humans and AI. This spans from core capabilities to customer experience orchestration, with agents acting across silos. And through all of this governance and sustainability will be key.

Finally, looking back on your entrepreneurial and corporate journey, what guiding principle or personal mantra has kept you grounded and inspired through times of change and innovation?

If there’s one mantra that’s guided me through four startups, corporate transformation work,

and now global technology strategy, it’s this: Assume you’ll be wrong—and so build telemetry to know when you are, and systems to learn and pivot.

Innovation demands conviction, but it also demands humility. In the startup world, we make bold bets—we have to. But I’ve learned that believing deeply in your vision doesn’t mean ignoring data when reality doesn’t match the plan. The best innovators are the ones who can detect early signals, actively seek contrarian views, and pivot quickly when needed. That requires more than instinct—it takes discipline, telemetry, and the courage to course-correct.

I’ve also learned the power of surrounding yourself with people who are both — smarter than you, and think differently—people who challenge assumptions and bring diverse perspectives. Whether it’s through startups, boardrooms, or our think tank, that outsidein lens has been essential to staying grounded and seeing around corners.

To help me, and others, do this I founded and built a think tank, the Executive Technology Board — that starts with the realization that we now live in a world without operating manuals and procedure documentation — and the collective intelligence of our peers can often be our best true north.

Unlocking Innovation and Growth Through Technology Partnerships

Kevin Purcell serves as SVP, Global Partners, Alliances & Channels. In this role, he is responsible for the overall strategic vision, innovative approach and all aspects of the Global Partner Program spanning across each of Rimini Street’s Global Theaters. His focus is connecting our comprehensive family of unified solutions with strategic partners to help run, manage, support, customize, configure, connect, protect, monitor, and optimize enterprise applications, database and technology software, enabling clients to achieve better business outcomes, significantly reduce costs and reallocate resources towards strategic projects.

Recently, in an exclusive interview with CXO Magazine, Kevin shared insights on driving growth through technology partnerships and digital transformation, personal hobbies and interests, his favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Kevin Purcell

Senior Vice President, Global Partners, Alliances & Channels, Rimini Street

Hi Kevin. What sparked your interest in technology partnerships, alliances, and digital transformation, and how has your experience shaped your approach to driving growth and innovation in this space?

I grew up selling for several amazing high-tech companies early in my career. My interest in technology partnerships, strategic alliances, and digital transformation was sparked by the realization that no organization can truly innovate in isolation. Early in my career, I witnessed firsthand how the most transformative solutions came not just from internal breakthroughs but from synergistic collaborations—tech providers aligning with industry leaders, startups teaming with enterprises, and ecosystems being built around shared goals. Over the years, I’ve had the opportunity to lead cross-functional teams and manage complex partnership ecosystems, which deepened my appreciation for how these relationships drive scalable growth. Each experience taught me that innovation isn’t just about adopting new technologies—it’s about connecting the right dots: aligning business strategy, understanding market needs, and forging relationships that amplify impact. My approach to driving growth is rooted basically in three pillars which include co-creation, focus on building joint value propositions rather than transactional deals. Agility, which allows me to champion flexible strategies that adapt as markets evolve and mutual growth which ensures that every alliance thrives symbiotically. With shared success metrics and continuous value delivery, you can succeed together. Digital transformation, for me, isn't just a buzzword— it's a mindset. It means leveraging the power of data, cloud, and emerging tech not simply

Innovation isn’t just about adopting new technologies—it’s about connecting the right dots: aligning business strategy, understanding market needs, and forging relationships that amplify impact

to optimize processes but to reshape business models and customer experiences. I aim to be a connector, a catalyst, and an enabler of that transformation.

What do you love the most about your current role?

What I love most about my current role is the opportunity to create meaningful impact— both inside and outside the organization. Every day brings a fresh challenge, and I get to be at the intersection of strategy, innovation, and collaboration. Whether it's architecting a new go-to-market approach, nurturing key partnerships, or driving digital transformation initiatives, I thrive on the chance to connect the dots and deliver outcomes that matter. I’m especially energized by the relationships I get to build. Working cross-functionally with passionate teams, engaging with external partners, and mentoring rising talent not only keeps things dynamic—it fuels a sense of purpose. There's something deeply rewarding about enabling others, aligning diverse perspectives, and watching ideas evolve into solutions that drive real business growth. Ultimately, it’s the blend of strategic thinking, creative problem-solving, and human connection that makes this role more than a job—it’s a platform for continuous learning and long-term value creation.

What role do you think Sales Community plays in supporting professionals in the technology sales space?

Sales Community plays a pivotal role in empowering technology sales professionals by acting as a hub for connection, education,

and growth. It’s more than just a networking platform—it’s a modern-day hub where insights, opportunities, and relationships converge. There is knowledge exchange, where members gain access to industry thought leaders, proven strategies, and practical frameworks that help sharpen go-to-market execution. Also, real-time learning through webinars, forums, and peer engagement, sales pros stay ahead of trends, whether it’s navigating complex buying cycles or mastering customer success in a cloud-first world. An outcome can be career acceleration, where the community serves as a springboard such as mentorship, job leads, and expert advice which create fertile ground for professional growth. Lastly, shared wins which fosters a culture of celebration and support, turning individual achievements into collective inspiration. What makes it special is that it understands the tech sales grind including the long cycles, evolving personas, and the need to continuously pivot. It brings together people who’ve walked the walk and are eager to lift others as they climb.

How do you see the role of partnerships and alliances evolving in the future, and what opportunities or challenges do you think this presents?

The future of partnerships and alliances is shifting from transactional to transformational. As technology ecosystems grow more complex and interconnected, alliances won’t just be about expanding market reach, they’ll be about cocreating value, accelerating innovation, and solving business challenges collaboratively. Here’s how I see it evolving. Ecosystem Building for companies will move toward

Sales Community plays a pivotal role in empowering technology sales professionals by acting as a hub for connection, education, and growth

building partner ecosystems rather than oneoff deal. Just think platforms, marketplaces, and joint innovation hubs. Customer-Centric Solutions will be a key area for partners so they can align to deliver end-to-end customer experiences, integrating complementary capabilities to address evolving needs more holistically. Innovation Acceleration such as shared R&D, joint ventures, and co-branded offerings will speed up time to market and deepen competitive differentiation. Global

scale with local relevance will be a key focus for strategic alliances so they can help organizations scale internationally while staying culturally and regionally relevant through local partner insight. The biggest challenges will likely be governance and alignment, ensuring strategic alignment across cultures, priorities, and operating models which of course, can be complex. Clear governance becomes critical. Measuring partner contribution and maintaining fairness in shared success can be difficult as

collaborations become more nuanced Merging platforms and data across partner, while preserving security and privacy remains a major technical hurdle. Lastly, partner fatigue, as I call it, as ecosystems grow, standing out and maintaining engagement among an expanding partner base is a challenge. Ultimately, the organizations that treat partnerships as strategic growth levers, versus auxiliary channels will be the ones shaping industries. Future alliances will hinge on trust, agility, and shared purpose.

How do you stay up-to-date with the latest developments in cloud, security, data, and analytics?

I attend virtual summits and webinars. Although, I do lots of reading, it’s not just about consuming information, it’s about connecting the dots across disciplines. I focus on the key trends in market.

What is your favorite quote?

I’ve got quite a few favorites, but if I had to choose one that really captures the spirit of innovation. It comes from Arthur C Clarke. “Any sufficiently advanced technology is indistinguishable from magic.” I like this quote because it reminds us that innovation isn’t just circuitry and code, it’s imagination coming to life. It’s the awe that happens when something once impossible suddenly becomes real.

What are your passions outside of work?

My most important component in my life is my family. Bringing up two (2) daughters and a son, is simply incredible. You learn so much about yourself and you try everyday to be the best parent you can be. Unfortunately, there is no recipe for success in bringing a family up. It’s the greatest thing in the world! I also love to stay active. I have always participated in individual and team sports. I was selected on the all-state team for multiple sports in high school and play college baseball. As I got older, I stated participating in Marathons and Triathlons. I completed 7 New York City Marathons and 3 NYC Triathlons. I started doing these events when I had lost a few friends on September 11th in New York City.

I wanted to give back in their memory. Now that I am a little older, I continue to workout and play golf. Golf is abundantly mental. It tests your patience and your skills.

Where do you see yourself in the next 5 years?

In the next 5 years, I see myself continuing to play a pivotal role at the intersection of technology, partnerships, and growth. Evolving from driving individual partnerships to steering broader alliance strategy, balancing market acceleration with sustainable innovation. Mentorship is important to me, so this would always be a focus for me. Ultimately, I see myself helping organizations move faster, think bigger, and collaborate smarter.

What advice would you give to professionals looking to transition into a leadership role?

Stepping into a leadership role is as much about mindset as it is about skillset. I believe you need to lead before you are given the title. You need to master communication and influence with your peers, team and across different functional teams. You need to think strategically and act practically. Building emotional intelligence such as empathy, active listening, and the ability to navigate team dynamics are crucial. You need to learn to let go and delegate. You need to empower others to own, create and succeed. Most importantly, stay curious and coachable. Even as you grow into leadership, be a learner first. Seek feedback, embrace change, and surround yourself with people who challenge and elevate you.

Shell Chief Sustainability Officer, REUZEit Inc

Jonah

CHIEF SUSTAINABILITY OFFICER

Scaling Circular Economy Solutions to Drive Profitability and Sustainability in Global Industries

REUZEit is on a mission to help the world make better use of its equipment while reducing waste. The company supports industries in balancing profitability with sustainability by applying Circular Economic principles to surplus asset management. In the biotech and life sciences sectors, REUZEit has reshaped how companies such as Thermo Fisher, Gilead, and Moderna manage excess lab and production equipment.

“Our platform makes it simple for labs to reuse, redeploy, and remarket valuable capital assets instead of throwing them away,” says Jonah Shell, Chief Sustainability Officer at REUZEit. Powered by AI, this approach

has kept more than 4.3 million pounds of equipment out of landfills and generated over 45 million dollars in managed assets each year.

From Finance to Sustainability

Jonah began his career in finance and sales before moving into sustainability. He chose finance because it offered a solid understanding of how different functions work together to run a business. His time in sales taught him the importance of solving customer problems instead of just making a sale. “Rather than “selling” the customer, which can create a winner-loser mentality, I found that being an advocate for the customer’s needs helps the customer trust your input is in their

best interests and leads to better results in the long-term, even if you don’t make a sale today,” Jonah says.

He realized that in any business decision, money is only one part of the equation. There are often hidden benefits and secondary stakeholders who also gain from a deal. This thinking shaped his decision to pursue an MBA in business sustainability, allowing him to help businesses integrate environmental and social considerations into their decisions.

Life took a turn when Jonah became a single parent. He balanced PTA meetings and coaching soccer with his work as an outside B2B sales representative and capital asset buyer for a life

sciences contract research organization. To be more present for his children, he shifted to parttime remote work for almost two years. “Not many working parents get to chaperone every field trip and be there for drop-off and pickup. It’s probably even less common for dads, so I’m grateful I had that time,” Jonah shares. During this period, Jonah earned his MBA from Marylhurst University in 2014, focusing on business sustainability and renewable energy.

The experience taught him that running a home, much like running a business, works best with collaboration. Leaders, he believes, should be ready to lead by example and step in to help with any task, even the less glamorous

Today, REUZEit operates six branches in three countries, each with teams dedicated to their specific markets. This growth allowed Jonah to step fully into his role as Chief Sustainability Officer

ones. It also shaped his approach to hiring, making him more open to candidates with unconventional career paths. “I often gravitate more towards someone that’s been knocked down but was able to pick themselves up than a “perfect candidate” that has had less to prove. I’ve ended up hiring some stellar employees who didn’t necessarily have the strongest resume,” Jonah explains.

Building REUZEit’s Foundation

When Jonah joined REUZEit, the company was a small, committed team with a single branch. Everyone wore multiple hats to meet client needs. Jonah knew his sustainability training would be valuable in the long run, but in the early stages, his sales and marketing experience had the biggest impact. “I was often the one taking pictures and creating listings of the equipment we had and then, once I found a buyer, I’d have to collect payment, test the system’s functionality and even pack it for shipping,” he recalls.

The REUZEit team managed asset transfers, redeployments, and lease turnovers, recovering $34 million in equipment value in 2024 alone

As the company grew, Jonah naturally took on more hiring and training. His wide range of experience within the business made him a go-to resource for new team members. He eventually became President, building a team where employees could focus on specialized roles instead of trying to do it all.

Today, REUZEit operates six branches in three countries, each with teams dedicated to their specific markets. This growth allowed Jonah to step fully into his role as Chief Sustainability Officer. “While I’m still involved with the sales and marketing of the company, one of my main focuses now is reporting the reduction in greenhouse gas emissions to our clients that our asset management program provides primarily through landfill avoidance and lifecycle extension of equipment,” Jonah says.

Circular Economy in Action

REUZEit’s CE-SAM model combines Surplus Asset Management with Circular Economy principles, creating a complete solution that includes asset pickup, refurbishment, redeployment, resale, and donation. Its AIpowered platform has cut the time it takes to process surplus equipment from 45 minutes to just seconds, enabling real-time listings and valuations. This approach delivers value in four areas: sourcing cost savings, reducing greenhouse gas emissions and landfill waste, improving customer access to equipment and extending its lifecycle, and providing data-driven insights. Some clients have seen up to 99 percent GHG reduction when redeploying equipment.

One notable example was a multimilliondollar site shutdown for a service partner in the Northeast, covering more than two million square feet. The REUZEit team managed asset

transfers, redeployments, and lease turnovers, recovering $34 million in equipment value in 2024 alone. This translated into $13 million in recurring revenue for REUZEit, along with cost avoidance and savings for the client. More than 200 metric tons of scientific and analytical equipment were kept out of landfills.

“We use metrics set by the EPA to calculate the metric tons of carbon equivalent from lifecycle extension and recycling of e-waste. To add context, we then use another calculator from the EPA that demonstrates the GHG impact in an easier to understand factor such as the number of homes powered for a year,” Jonah explains. For the project above, the GHG reductions equated to removing more than 10,000 passenger vehicles from the road for a year or growing 780,000 tree saplings for a decade.

REUZEit’s sustainability reporting is based on EPA e-waste studies, but many types of lab and analytical equipment do not fit standard material profiles. To address this, REUZEit’s white paper examined the manufacturing of

two common systems it works with, minus80C freezers and mass spectrometers, to create better estimates of the environmental impact of lifecycle extension. The findings showed that refurbishment and redeployment through a closed-loop supply chain can significantly reduce CO₂ emissions while delivering clear financial benefits to global buyers.

The Business Case for Being Green

Many businesses still see sustainability as a cost center. Jonah believes that does not have to be the case. He says, “That’s why we provide free reporting of the GHG emissions reduction from our activities. We can show you the savings from moving equipment internally instead of buying new, give you a check for the secondary market sales, and let you know how much waste and emissions you avoided.”

A common misconception, Jonah says, is that environmental impact and shareholder returns are in conflict. While that may have been true in the past, companies like REUZEit are finding ways to deliver environmental

benefits alongside financial returns. Capital recovery through resale, or cost avoidance by reducing manufacturing and sourcing needs, can create a net-positive outcome.

Jonah also points out that recycling is often seen as the best end-of-life option for used goods, but according to the 10 R’s of circularity, it ranks near the bottom, just above incineration. “We operate higher in the order of priority by helping reduce, reuse, repair, and refurbish our client’s equipment, he explains.

Industries such as aerospace, healthcare, oil and gas, and manufacturing are especially well-suited for circular economy adoption. These sectors depend on expensive, specialized equipment that is often underused or discarded too early. Circularity in these industries can reduce costs, extend equipment life, lower environmental impact, and strengthen supply chain resilience, a growing advantage in a time of global disruption.

Leading Sustainability at Scale

Jonah opines, “The ESG or sustainability departments of many companies have direct access to the C-suite and corporate leadership which gives them a voice with the primary decision makers of an organization. On the other hand, the people that actually implement an initiative are often on the frontlines or the tip of the spear.” He believes the role of a sustainability leader is to connect these two sides, ensuring that the needs of frontline teams are understood by leadership, and that those same teams are engaged and supported when executing a plan. Empathy, assertiveness, and a creative approach are central to making this work.

Looking ahead, REUZEit aims to scale its AI-powered platform to manage 20 times more

Looking ahead, REUZEit aims to scale its AI-powered platform to manage 20 times more equipment over the next five years

equipment over the next five years. From a sustainability perspective, the focus will be on carbon avoidance by significantly lowering clients’ carbon footprints. Jonah stresses that a product’s carbon footprint represents more than its role in climate change. It also reflects pollution from mining, processing, manufacturing, logistics, and use. “These impacts can and should be addressed by applying circular economics, which not only reduces waste but also delivers net-positive financial returns, as we've seen firsthand at REUZEit,” Jonah says.

The total carbon footprint of new equipment entering and re-entering markets is vast. Scaling circular practices can deliver environmental gains that are both significant and lasting. Jonah believes this approach offers faster and deeper benefits than many mainstream sustainability measures because it tackles the problem at its origin by reducing the need for new resource extraction. For him, the path forward is clear: the more businesses embrace circularity, the more they will unlock a future where economic growth and environmental responsibility move forward together.

Reengineering Care Journeys with Compositional AI and Strategic Systems Design

Nate Perry-Thistle is a seasoned technology leader with over two decades of experience building high-performing engineering teams at the intersection of product strategy, engineering excellence, and team culture. His work spans healthtech, digital advertising, e-commerce, and online learning, earning him a reputation for solving complex challenges and building resilient, data-driven platforms that respond to human behavior at scale. Currently, Nate is the architect of the P-T Playbook Engine, a “human-in-the-loop Executive Copilot” platform designed to help senior technology leaders manage complexity and accelerate effectiveness. He champions “Dispassionate Executive Action,” a philosophy rooted in data-driven, emotion-free decision-making that empowers teams and leaders alike.

Previously, as Chief Product & Technology Officer at CipherHealth, Nate led innovation in a sensitive, highly regulated healthcare environment. This experience shaped his perspective on the “AI Civil War in Healthcare”—a framework for navigating competing paradigms in medicine—and cemented his expertise in building HIPAA-compliant, AIintegrated SaaS systems.

In this conversation with CXO Magazine, Nate delves into how data orchestration, compositional AI, and systems thinking are transforming the future of patient engagement. Drawing on decades of experience across industries, from e-commerce to healthtech, he shares his unique perspective on building scalable, human-centric healthcare platforms.

Nate Perry-Thistle

CPTO, CipherHealth; CTO, PatientWisdom; CTO, Dabo Health

Innovation in a regulated space can't be a ‘move fast and break things’ endeavor; it requires a system that is both agile and safe

Your career spans more than 25 years across digital advertising, e-commerce, online learning, and now healthcare technology. What pivotal experiences shaped your transition into health tech?

My journey into health tech was driven by the realization that its most complex challenges were systemic, not purely clinical. My time building high-volume, data-intensive platforms in e-commerce and advertising taught me that what often looks like a user experience problem is actually a data and workflow problem at its core. This became my pivotal insight: the friction patients and providers feel is a symptom of disconnected, poorly orchestrated systems. I brought this systems-thinking approach with me into the healthcare space, focusing on building the underlying "data plumbing" and orchestration capabilities necessary to create more seamless and proactive patient journeys.

You've led diverse teams across product, engineering, and data. How do you foster innovation in a sensitive, regulated space like healthcare?

Innovation in a regulated space can't be a "move fast and break things" endeavor; it requires a system that is both agile and safe. My approach is to foster a culture of what I call "Dispassionate Executive Action," where we build repeatable "playbooks" for experimentation. This means clearly defining a new initiative's scope, success criteria, and risks before starting. By creating this structured framework, we give teams the psychological safety to test bold ideas within a secure, compliant environment. True innovation doesn't come from a single idea; it comes from creating a reliable engine that can safely test

many ideas, measure their impact objectively, and scale the ones proven to improve outcomes.

AI is reshaping patient interaction. In your view, what is AI's future role in patient engagement platforms?

The future role of AI in patient engagement will be shaped by what I call the "AI Civil War." This isn't a conflict of humans versus machines, but a philosophical battle within AI development itself. On one side are large, centralized, "imperial" models—powerful but often opaque. On the other are open, specialized, "federalist" models that are more transparent and composable. I believe the future lies with the federalist approach. The next generation of platforms won't be a single, monolithic AI, but an orchestration engine that manages a diverse team of specialized human and AI agents to create a single, cohesive, and intelligent patient journey.

As someone who’s built HIPAAcompliant SaaS platforms in previous roles, what are the key challenges and responsibilities when integrating AI into healthcare systems that prioritize security and trust?

The foundational challenge has evolved. While securing the data itself is a well-understood problem, the new frontier is securing the decisionmaking process. Trust doesn't just come from knowing data is safe; it comes from understanding why an AI made a recommendation. This is our biggest responsibility. The key challenge is the "black box" problem, which is why I advocate for systems that are transparent and auditable. Every AI-assisted decision in a clinical workflow must have a clear, human-readable audit trail. This makes a compositional, multi-agent

Trust doesn't just come from knowing data is safe; it comes from understanding why an AI made a recommendation

approach strategically vital, as it's far easier to audit a decision made by a chain of specialized, verifiable agents than it is to understand the reasoning of a single, massive model.

What emerging trends or technologies excite you the most when it comes to improving the patient experience, particularly in making care more personalized, accessible, and proactive?

I'm most excited by the rise of the "Compositional Enterprise" in healthcare. The promise of personalized, proactive care has been stalled for years because patient data is locked in disconnected, monolithic systems. The emergence of smaller, interoperable AI services, and the standards that allow them to communicate, is changing everything. This allows us to build intelligent workflows that can compose data from a patient's EMR, their wearable device, and their claims data in real-time. This ability to compose data and services is the key to finally moving from a reactive model of care to a proactive one, delivering on the promise of truly personalized medicine at scale.

Looking ahead, what’s your vision for the future of patient engagement over the next five years?

Over the next five years, "patient engagement" will evolve from fragmented, episodic

interactions into a continuous, orchestrated "patient journey." The patient experience will no longer be defined by the ten minutes in a doctor's office, but by the seamless, intelligent support they receive before, between, and after their clinical visits. Our focus must be on building the technology for this future— the "intelligent nervous system" that connects various providers, payers, and specialized AI agents, managing the complex workflows required to guide a patient through their entire care journey.

What’s one personal mantra or lesson that has guided you through the ups and downs of leading innovation in such fast-evolving industries?

My guiding mantra has always been to "build systems, not just products." A successful product might solve a problem for a time, but a welldesigned system for innovation, for decisionmaking, or for team development is what creates durable, long-term value. In any fast-evolving industry, technologies and product features will inevitably change, but a robust underlying system for learning, adapting, and executing with discipline is what allows an organization to thrive. It's about focusing less on any single brilliant idea and more on building the engine that can reliably produce and scale many of them over time.

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 ?

Empowering Digital Transformation in Healthcare

Anupama Hatti is Head of Programme Delivery at NHS Blood and Transplant, with over 22 years of experience across Telecom, Aerospace, Defence, Digital, and Healthcare sectors. A recognised digital leader and IT Leaders 100 honouree, she has led complex national transformation programmes and champions diversity, equity, and inclusion. Anupama is also a practicing artist, STEM Ambassador, and passionate mentor, combining creativity with a mission to drive meaningful change in public service through technology and leadership.

Recently, in an exclusive interview with CXO Magazine, Anupama shared insights on her career journey, leadership philosophy and the future of IT in healthcare. She also shared her approach to leadership, the secret mantra behind her success, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

Anupama Hatti

Head of Programme Delivery

(Digital, Data and Technology Services), NHS Blood and Transplant

Hi Anupama. Can you walk us through your professional journey and highlight key milestones that have shaped your career?

My professional journey spans over two decades across Telecom, Aerospace, Defence, Digital, and Healthcare sectors. I began my career working on satellite imagery at ISRO and GIS systems at the Indian Institute of Science, where I developed a strong foundation in data and spatial technologies. Following that I started working for a software company. In 2006, I moved to the UK to join Orange Telecom, where I worked on innovative telecom solutions during a time of rapid digital evolution. A major milestone came in 2017 when I joined Boeing, taking on senior leadership roles and spearheading large-scale digital transformation programmes. My time there also gave me the opportunity to champion diversity, equity, and inclusion initiatives on a global scale. Joining NHS Blood and Transplant in 2023 was another pivotal moment. As Head of Programme Delivery, and later Interim Programme Director for Blood Technology Modernisation, I led the transformation of our national blood supply and manufacturing systems, an experience that deepened my passion for public service, innovation, and the power of technology to impact lives meaningfully.

What

do you love the most about your current role?

What I love most about my role is the opportunity to deliver meaningful change that directly impacts patient lives across the country. At NHS Blood and Transplant, we work on critical national infrastructure systems—there’s a real sense of purpose in everything we do. I also enjoy the complexity of delivering transformation at scale,

I enjoy the complexity of delivering transformation at scale, engaging with diverse stakeholders, and solving challenges that blend technology, people, and process

engaging with diverse stakeholders, and solving challenges that blend technology, people, and process. Leading a team through these changes, while nurturing a culture of inclusion, innovation, and continuous improvement, is incredibly fulfilling.

How do you see the IT landscape evolving in the next 5 years, and what opportunities or challenges do you foresee?

The IT landscape is rapidly shifting towards intelligent automation, AI-driven decisionmaking, and personalised digital experiences. In the healthcare sector especially, we’ll see data playing an even more central role in shaping service delivery, predicting patient needs, and improving outcomes. A key opportunity lies in harnessing cross-organisational data to drive actionable insights. However, challenges around data governance, cybersecurity, and change fatigue among teams must be addressed proactively. Equipping our workforce to adapt to agile ways of working and keeping technology human-centred will be vital.

How do you stay ahead of the curve in terms of latest technologies and trends in digital transformation?

I stay connected through a mix of continuous learning, peer networks, and hands-on experimentation. I regularly attend industry conferences, participate in leadership forums, and read widely across tech, healthcare, and public sector publications. Engaging with thought leaders, mentoring emerging talent, and collaborating on cross-functional innovation projects also keeps me grounded in real-world applications of digital trends. I firmly believe that staying ahead is not just about tools—it’s about mindset, curiosity, and being open to unlearning and reimagining.

Technology is a powerful enabler, but it’s people who create real change— focus on listening deeply, learning continuously, and building inclusive cultures

You were recently recognized as one of the IT Leaders 100 by Computing. Our readers would love to know the secret mantra behind your success.

I believe in leading with authenticity, empathy, and purpose. My journey has been shaped by a commitment to delivering impact, a willingness to challenge the status quo, and a passion for bringing people along the change journey. I’m not afraid to ask difficult questions or to try new approaches. I also credit my success to the mentors and teams who have supported me along the way. Ultimately, it’s about staying grounded, valuing people, and keeping the bigger picture in sight.

What is your favorite quote?

“Be the change you wish to see in the world.” — Mahatma Gandhi. This has guided both my personal and professional life, especially in driving inclusive leadership and digital transformation.

What are your passions outside of work?

Outside of work, I’m an artist. I paint, create mixed media and mandala artwork, and recently launched my art venture—House of Hatti. I also exhibit my work locally in Bristol. Art has been a powerful creative outlet for me, offering balance and a different way to tell stories. I’m also passionate about mentoring, especially

women and young people in STEM, and I find great joy in sharing my journey and giving back to the community. I am also a Governor at a local school.

Where do you see yourself in the next 5 years?

In five years, I see myself in a senior digital leadership role where I can shape strategy at a national or international level, particularly in public service or mission-driven organisations. I also hope to serve as a Non-Executive Director, bringing my experience to support digital governance and inclusive transformation. At the same time, I want to continue evolving my artistic journey and perhaps even publish a children’s book based on my artwork.

What advice would you give to aspiring technology leaders looking to make a positive impact?

Be bold, be curious, and stay grounded in purpose. Technology is a powerful enabler, but it’s people who create real change. Focus on listening deeply, learning continuously, and building inclusive cultures. Don’t be afraid to lead differently, bring empathy, transparency, and humility to your leadership style. And finally, remember that impact is not always about big titles, it’s about the positive ripple effect you create every day.

Before You Hire an AI Worker

Roman Hahalev is a technology entrepreneur and venturebacked founder with expertise in machine learning, data science, and AI product management. He successfully scaled a startup to 90+ engineers, earning industry recognition for Smart Cities innovation, and later served as CTO at a London-based deeptech startup driving sustainable AgTech adoption. A passionate AI practitioner committed to responsible AI ethics, particularly regarding the limitations of using AI to assess human qualities and performance. Roman holds an MSc in Computer Science with AI specialization from a Russell Group university and an AI Ethics Certificate from the London School of Economics.

Roman Hahalev

Almost three years since large language models (LLMs) went mainstream, AI agents have rapidly made their way into the daily operations and customer service workflows of tech companies across the UK. On LinkedIn, the narrative is split. Some authors and prominent business leaders praise the imminent arrival of Artificial General Intelligence (AGI), while others share their frustration with the complexities of actual AI implementation.

Setting aside the broader evolution from Alan Turing’s 1948 concept of “Intelligent Machinery,” this article focuses on the modern

interpretation of "AI" — autonomous agents powered by LLMs and retrieval-augmented generation (RAG) — which may currently sit at the “Peak of Inflated Expectations” on the Gartner Hype Cycle, a stage it was approaching back in 2024. Interestingly, a quick review of offerings from all major LLM providers supports this classification. If that’s true, the next phase — the Trough of Disillusionment — could bring harsh lessons for many organisations.

This article explores why deploying AI agents can lead to unexpected costs, operational friction, and even demand deep structural changes within companies.

Deploying effective AI agents isn’t just a technical lift — it often demands strategic shifts in organisational structure, workflows, and data governance

From a technical standpoint, an autonomous AI worker delivering business value from internal data is essentially a chain of nondeterministic microservices. These services access the company’s data through internal and external deterministic APIs to perform tasks. Whether the use case is internal (like reporting automation) or external (like a customer support chatbot), any customer journey that generates business value relies on a sequence of endpoints which, assuming proper fine-tuning and quality

assurance, produce expected results—most of the time. But never better.

There’s an inherent error rate built into the design of AI agents. Worse still, this error rate can increase over time — as context becomes outdated, edge cases emerge, or external conditions change. For many companies, maintaining consistent quality at scale — especially across high volumes and diverse user requests — requires far more than periodic updates. In addition to re-tuning models, re-

ranking LLMs, and refreshing the underlying knowledge base, it may also involve rethinking established business processes or even parts of the organisational structure. These are not one-off tasks — and they’re exactly the kind of long-term efforts some businesses may underestimate.

Recently, I learned a valuable lesson from a well-known fintech firm that built a highload customer support automation system to handle a wide range of user requests. To maintain high-quality service for their customers, the company uses multiple LLM providers alongside internally hosted models and continuously selects the best model for each type of user request and controls their output via human-in-the-loop oversight. Technically sound, this architecture is both complex and expensive — and unlikely to be feasible for most startups or SMEs. In fact, even large companies may find that once they factor in real-time data updates, compliance, governance, and internal overhead, the ROI on automation drops below the waterline — or vanishes entirely.

That example points to a broader truth: deploying effective AI agents isn’t just a technical lift — it often demands strategic shifts in organisational structure, workflows, and data governance. And simply assigning the task to an MLOps team — in-house or outsourced — is unlikely to be enough.

To draw an analogy, consider the “Big Data” revolution of the 2000s. While it brought unprecedented business insights and growth, it also demanded major investments in cloud computing, data lakes, distributed processing, and even the creation of new executive

roles — such as the Chief Data Officer. The AI revolution may follow a similar path. The emerging Chief AI Officer won’t just sit within engineering. Beyond working alongside the CTO and CPO, they’ll likely need to collaborate closely with the CDO, COO, and Customer Success teams — and in organisations where those roles don’t yet exist, they may need to assume parts of their responsibilities. However, by far their most critical responsibility will be deceptively simple: calculating the long-term ROI of each AI agent in production.

Right now, AI adoption feels like hitting the accelerator in a sports car. And sure — no company can afford to stand still. But there’s a huge difference between cruising speed and racing speed. Augmenting teams with AI to boost productivity is one thing. Deploying fully autonomous agents with deep access to internal systems is another entirely. There’s no universal right answer. But there’s a very real risk in underestimating how costly and disruptive the journey might be.

Adopting AI agents without a detailed investigation into technical needs, organisational changes and maintenance cost structure can lead to negative unit economics — especially in specific use cases. This risk is especially acute for startups and SMEs, which may lack the planning resources during high-growth phases. But while startups risk customer dissatisfaction or product underperformance, larger enterprises face higherstakes consequences: reputational damage, data breaches, and regulatory violations.

As always with the Trough of Disillusionment, the open question remains: what scale of fallout will we see from this wave of AI-agent adoption?

Leading Innovation in Cyber Resilience

Steven Wood is Director of Solution Consulting at OpenText Cybersecurity, where he has led global teams across the US, EMEA, and APAC. With over 25 years of experience, Steven specializes in helping partners deliver Cyber Resilience-asa-Service through partner-led strategies. A recognized public speaker and thought leader, he is passionate about simplifying complex cybersecurity challenges and driving innovation through empowered, high-performance teams. Steven played a key role in successful divestitures gaining valuable M&A experience. Outside of work, he recharges through stand-up paddleboarding, community rugby, and winter sports. Known for his mentorship, Steven views himself as a coach first— supporting individual growth while building cultures of trust, collaboration, and impact in an industry that never stands still.

Recently, in an exclusive interview with CXO Magazine, Steven shared insights on his experience in leading global teams, delivering Cyber Resilience-as-aService, driving innovation through empowered teams, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

Steven Wood

Director,

Hi Steven. What drives your passion for cybersecurity and helping MSPs and global integrators succeed?

What drives my passion for cybersecurity is the constant challenge and the real-world impact it has on people, businesses, and communities. It’s a fast-paced, ever-evolving space where the stakes are high and the margin for error is small. But what really energizes me is the opportunity to demystify that complexity—to take something that can seem overwhelming or opaque, and break it down into manageable, actionable steps. That’s where value is demonstrated. Partners juggle a huge variety of technical, operational, and commercial challenges. The role of my team is to help simplify the complex— translating cybersecurity from a theoretical risk into a practical, deliverable service that makes sense to our business partners and to their customers. Whether we’re navigating new threat landscapes or adapting service models to match shifting customer needs, I see my job as being a guide: making the complex achievable and turning challenge into opportunity.

What do you love the most about your current role?

What I love most about my current role is seeing success from focused effort—especially my own team. I have the privilege of interacting with a diverse, global group that spans different regions, cultures, and experience levels. Every day, I’m exposed to new perspectives, whether it’s from a seasoned technical consultant, a rising star, or an emerging leader. That diversity is not just enriching—it’s essential. It challenges me to listen more, think broader, and constantly adapt how we approach opportunities.

Working with such a varied team also reinforces the value of building genuine personal relationships. You can’t lead from a distance— we need to understand what drives each individual, what barriers are faced in the region, and how I can help them. I get satisfaction from seeing team members succeed, especially when they bring their authentic selves to the table and turn challenges into opportunities. That human connection is what makes the role meaningful. It’s not just about results—it’s about the journey we take together to get there.

What

role do you think education and continuous learning play in staying ahead in cybersecurity?

Education and continuous learning are important, but there is no substitute for “doing”. If learning is not supplemented with hands on testing and experimentation, it’s just theory. We’re operating in one of the most dynamic industries in the world, where yesterday’s best practices can quickly become today’s vulnerabilities. The rapid evolution of threats, the transformational rise of AI, and the growing complexity of digital ecosystems mean that standing still simply isn’t an option and reading about it in a book or in an online course is often no more than hearsay if not tested.

We’re entering a new era with the rise of Gen Alpha, who will bring a completely different set of expectations around technology, trust, and transparency. I encourage everyone in a technical role to get “hands-on” and experience technology and solutions first hand – even if the experience may be less than optimal, partners value candid insights and openness.

Partners juggle a huge variety of technical, operational, and commercial challenges—the role of my team is to help simplify the complex

Learning should be embedded into culture— the best learning is the kind that leaves you wanting to know more and curious about how the knowledge is applied in the real-world. It’s not about knowing everything—it’s about being open to unlearning, relearning, and moving forward together.

Can you discuss the importance of building strong partnerships in the cybersecurity ecosystem?

Strong partnerships are vital in the cybersecurity ecosystem. No single organization or technology provides a complete or impenetrable solution, especially in a landscape that’s as fast-moving and interconnected as ours. Cyber threats don’t operate in silos—and neither should we. That’s why there is such a strong emphasis not just on partner relationships, but on cultivating true collaboration through peer groups and industry alliances.

These networks allow us to share intelligence, pressure-test ideas, and respond to challenges in real time. They create a space where service providers, vendors, and thought leaders can speak candidly, learn from each other’s successes— and missteps—and build trust that transcends transactional business.

In my experience, some of the most innovative ideas and effective strategies have emerged from informal peer discussions, experimentation or cross-industry working groups. These relationships become multipliers—they extend your reach, deepen your understanding of different markets, and help you see around corners.

Ultimately, strong partnerships—when built on transparency, shared values, and mutual accountability—create a more resilient

cybersecurity ecosystem. And in today’s environment, resilience is everything.

How do you foster a culture of innovation and collaboration within your team?

For me, fostering a culture of innovation and collaboration starts with trust and autonomy. I strongly believe that when you give people the space to explore areas, they’re genuinely curious about—whether that’s a new security model, an emerging technology, or a fresh approach to partner engagement—you naturally spark deeper focus, better adoption, and stronger long-term engagement.

Innovation doesn’t happen in rigid, topdown environments. It thrives where curiosity is encouraged and where failure is seen as part of the learning curve, not something to avoid. I try to create an environment where team members feel safe to challenge assumptions,

bring bold ideas to the table, and test new ways of thinking—even if the outcome is uncertain. At the same time, shared goals and open collaboration helps to focus goals. We’re a global team, so we make an active effort to stay connected across time zones and cultures. That diversity of thought is one of our biggest strengths, and I see it come to life when someone’s idea in Asia sparks a solution for a challenge in Europe, or when a new framework in the Americas is pressure-tested and refined by colleagues elsewhere.

The result is a team that isn’t just aligned technically, but emotionally—because they’re invested in shaping the outcome together.

Can you share a defining moment in your career that significantly impacted your professional journey?

It was during the divestiture of a business unit that had pioneered cloud-based SaaS services.

Innovation doesn’t happen in rigid, topdown environments—it thrives where curiosity is encouraged and where failure is seen as part of the learning curve

I felt that we had built something quite unique but had hit a critical point where we needed to evolve or transition – but my feelings were irrelevant.

It was a rapid and intense learning curve— particularly in understanding the unfiltered nature of corporate business development. The process taught me that at that level, it’s cutthroat, but still carried out with a smile across the table. To quote The Hard Thing About Hard Things: “It’s not about the money, it’s about the fuc**ing money.”

The harshest lesson was realising that at the negotiation table, sentiment and compassion had little place. Unlike managing a team, where relationships are authentic and meaningful, these interactions were sterile, rehearsed, and unashamedly transactional. It was a powerful contrast to the collaborative environments I aim to build within my own teams—but it also gave me a broader perspective on how business operates at its most strategic levels.

I’ve found that managing and developing teams of individuals—seeing them grow personally and professionally—has often been even more rewarding.

How do you balance personal connection with professional demands in your leadership approach?

I’ve always said, "We don’t go to work to make friends—but it helps." That phrase captures the dual reality of corporate life. On one hand, it’s often harsh, fast-moving, and not always fair. Success isn’t guaranteed, and loyalty doesn’t always protect you from the tough decisions that come with business. But on the other hand, we’re all human. And if we choose to bring empathy, connection, and

a sense of camaraderie into our teams, we can create something that cuts through the noise.

I’ve seen first-hand how taking the time to build genuine relationships—beyond job titles and functions—can unlock performance you wouldn’t have thought possible. When people trust each other, they communicate more openly, take smarter risks, and back each other through setbacks. That doesn’t mean ignoring accountability or losing focus—it means creating an environment where people feel safe, motivated, and supported.

At the end of the day, culture isn’t something handed down—it’s something you build, moment by moment, relationship by relationship. And if you get it right, you can achieve far more than the org chart would suggest.

What are your passions outside of work?

Outside of work, I enjoy staying active and getting outdoors—especially to reset and recharge. Stand-up paddleboarding has become a new passtime of mine. There’s something about being out on the water that clears the mind and gives you space to think. It’s physical, but it’s also meditative— especially in early morning stillness or when exploring new coastlines and waterways.

Rugby has been a long-standing love, both as a former player and through my involvement with Ironsides Rugby in London. Rugby teaches you about teamwork, resilience, and respecting your opponent—lessons that carry over into leadership every day.

When winter comes around, I enjoy being in the mountains. I like to exert myself on the snow board in the morning to justify the après in the afternoon.

Ultimately, strong partnerships—when built on transparency, shared values, and mutual accountability— create a more resilient cybersecurity ecosystem

Where do you see yourself in the next 5 years?

I would like to develop more as a coach and mentor—supporting individuals on their personal and professional journeys, and helping them unlock their potential. I get real fulfilment from watching people in my team evolve, take on new challenges, and step into leadership roles they might not have imagined for themselves just a year or two earlier.

I don’t just want to lead a successful function—I want to build a high-performance

team that thrives on trust, shared ambition, and continuous growth.

Whatever form my role takes, I know it will involve building up others, creating momentum, and leaving things better than I found them. If I’m doing that, I’ll know I’m on the right track.

What advice would you give to young professionals looking to break into the cybersecurity industry?

Be curious! stay adaptable, and don’t wait to be invited in. This is an industry that rewards initiative. It’s constantly evolving, which means there’s always room for fresh thinking, new energy, and different perspectives. You don’t need to have all the answers—or even a technical background—to start making an impact. What you do need is a willingness to learn, the courage to ask good questions, and the humility to keep growing.

Cybersecurity is bigger than just firewalls and forensics. It touches people, process, and technology. There are roles for analysts, storytellers, product minds, service thinkers, and problem solvers of every kind. So my advice is: find the part of the puzzle that excites you, dive into it, and then connect with people already doing the work. Join peer groups, show up at events, follow industry conversations. The more visible and engaged you are, the more doors will open.

And finally—don’t underestimate the value of soft skills. Technical expertise is important, but in this industry, relationships, communication, and resilience are what carry you forward. So bring your whole self, be coachable, and treat every challenge as a chance to build something stronger.