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WHEN INNOVATION GOES GREEN
Not long ago, during a dinner conversation with a friend who works in logistics, the topic veered toward climate change. “You know,” he said, “our warehouse just switched to smart energy monitoring. It’s saving us money and emissions. Who knew software could be so...green?” That moment stuck with me. Because truthfully, that’s where we are today, witnessing digital tools quietly, yet powerfully, reshaping how we care for the planet.
Sustainability isn’t a checkbox anymore, but a necessity. And technology? It’s become the unlikely hero in this story. Whether it’s AI fine-tuning energy usage, blockchain keeping supply chains honest, or data helping businesses build circular economies, the digital world is showing up in all the right ways.
But let’s be honest. it’s not always smooth sailing. Many companies are still figuring out how to align their tech goals with evolving regulations, upskill their teams, or make ethical calls when deploying AI. It’s messy, complex, and sometimes overwhelming. So, what’s the way forward?
It starts with intention. The organizations that embed sustainability into their digital DNA aren’t just ticking ESG boxes, they’re building businesses that last. They’re becoming more trustworthy, more relevant, and yes, more resilient.
In this edition of CXO Magazine, we spotlight leaders and ideas at this very intersection of tech, purpose, and leadership. Our cover story features Luis Neves, CEO of the Global Enabling Sustainability Initiative (GeSI). His mission? To ensure digital innovation serves the planet and people. From inclusive AI to climate tools that speak science, Luis shares how purpose can and should guide progress.
You’ll also find stories on smart cities, digital circularity, and strategies from CXOs who are not just talking about green tech, they’re building it into their core. At CXO Magazine, we’ll keep asking these questions and sharing the answers. Stay curious. Stay bold. And let’s keep moving forward.
Enjoy Reading.
Sarath Shyam
LUIS NEVES
CEO, Global Enabling Sustainability Initiative (GeSI)
BUILDING SMARTER CITIES WITH CLEANER CODES
CHIEF PROCUREMENT OFFICER
32
Christina Walton, AVP and Head of Procurement, Definitive Healthcare
Building High Impact Procurement Functions that Enable Enterprise Success
20
Susanna Baqué, Senior Director Global Customer Experience, SCIEX
Championing Customer-Centric Culture
INTERVIEW
42 Francisco Agustín Acuña Bachmann, Head of CX Latam, Ipsos
Empowering Teams for CX Excellence
48 Elise Veazey Stacey, Chief of Staff to the CEO, Optiv Empowering Women in Cybersecurity INTERVIEW
54 Kevin McDonald, Vice President, People Services and Technology Solutions, The E. W. Scripps Company
Building a Culture of Innovation through People and Technology
62
Christine Brandt Jones, Senior Partner, Prophet Humanizing Data for Better Decision-Making
COVER STORY
LUIS NEVES
CEO, Global Enabling Sustainability Initiative (GeSI)
BUILDING SMARTER CITIES WITH CLEANER CODES
Luis Neves is the CEO of the Global Enabling Sustainability Initiative (GeSI), a global platform focused on using digital innovation to drive sustainability. With decades of experience in telecommunications and a deep commitment to climate action, he has led GeSI’s transformation into a multi-industry initiative that brings together technology, policy, and purpose. Under his leadership, GeSI has spearheaded initiatives supporting smart cities, circular supply chains, and science-based tools to measure environmental impact. It is also developing forward-looking projects in responsible AI, including the upcoming “AI with Purpose” initiative.
Expanding this vision is the Digital with Purpose Movement, a multi-stakeholder effort that brings ICT companies together to take action on climate and sustainability goals. From global partnerships to hands-on pilot programs, Neves continues to push for collaboration across sectors to tackle the world’s most urgent challenges. His story reflects a clear belief: digital solutions, when guided by ethics and purpose, can help build a more sustainable and inclusive future for all. Explore how vision, action, and technology are shaping the path toward a better tomorrow.
Luis Neves began his career in 1971 at a submarine cable station in Portugal. He worked for Marconi, the company that launched the first undersea cables between Portugal, the UK, and South Africa. That was his entry into the world of telecommunications—a field that would shape his career for decades.
Nearly 30 years later, while working at Deutsche Telekom, Neves encountered sustainability issues for the first time. It started when telecom companies began shifting supply chains to China. Reports of human rights violations and child labor began surfacing. These were serious concerns, as the reputational and political stakes were high.
That was when Neves traveled to China to conduct social and environmental audits. “I was jumping in cold water and in unknown
territory,” he says. It was a steep learning curve, but it raised important questions that stayed with him.
As he moved forward in his career, he watched technology evolve at an incredible pace. He saw how information and communication technologies (ICT) could help businesses become more efficient. He also saw the potential for ICT to contribute to sustainability efforts in a meaningful way.
Neves says his transition into sustainability leadership was shaped by two core beliefs.
“I am convinced that technology, when used responsibly, can create transformative solutions to address global challenges like climate change,” he explains. “And as we advance digital transformation, we must do so responsibly, always respecting fundamental principles and basic rights.”
These values led to the creation of the Global Enabling Sustainability Initiative (GeSI), nearly 25 years ago. From day one, Neves understood that the challenges ahead would require collaboration. He brought companies together across the telecommunications sector to explore how technology could support global sustainability goals. It wasn’t easy to align different interests, but he stayed committed to the mission.
Today, he leads GeSI with the same focus. Under his leadership, the organization has played a key role in positioning digital innovation at the heart of sustainability. One recent example is GeSI’s work with the European Green Digital Coalition (EGDC),
which developed science-based tools to measure the environmental impact of digital solutions across different sectors.
Principles That Guide the Work
Neves believes that having a clear mission and vision is not optional—it’s essential. “You need to know exactly why your organization exists and where it’s going,” he says. Without that clarity, actions become scattered, and impact is lost.
Experience has also taught him the value of knowledge. Leaders need to understand their field deeply, not just to make smart decisions but to build trust. “Be knowledgeable to
GeSI Team: Kevin Thompson, Luis Neves, Isabel Nogueira, and Rita Dias
James
Gowen,
Senior Vice President, Verizon; Doreen Bogdan-Martin, ITU Secretary-General; Luis Neves, GeSI CEO
create confidence internally and externally,” he emphasizes. That trust, he adds, becomes the foundation for growth and influence. But credibility doesn’t come from titles. It comes from action. You have to do what you say—consistently.
At the same time, leadership isn’t only about drive. It’s also about care. “People should be at the center of your actions,” Neves says. Empathy, understanding, and a sense of responsibility matter. People remember how leaders make them feel. That emotional connection is often what inspires lasting change.
Neves also encourages a healthy level of boldness. “Be a disruptor,” he says. That means looking beyond what’s working today and spotting what might come next. It means questioning the status quo and being unafraid to face resistance. “Be bold, dare and care.” Change never comes without challenge—and challenge should never come without compassion.
One of the most important lessons from his career? Collaboration. “No single organization or sector can solve global challenges alone,” he says. He’s seen what happens when public and private sectors come together with shared goals and open minds. Progress accelerates. Trust builds. Real change begins.
Adaptability is another key ingredient. The sustainability landscape shifts constantly. Innovation can’t be a one-time thing—it has to be ongoing. Neves knows that staying relevant means staying alert. “Sustainability is permanently evolving,” he explains. And for leaders, that means evolving too.
Building Smarter Cities with Digital Purpose
At GeSI, Neves and his team are helping cities become smarter and more sustainable—using digital tools that work in the real world. Their
approach focuses on three areas that make a big difference in how cities grow and function.
First, there’s digital infrastructure. Cities need the right systems to connect people and services. GeSI helps guide those investments using data—things like geospatial analytics and risk modeling. “We provide tools that help cities deploy digital infrastructure more efficiently and strategically,” Neves explains. The goal is simple: make sure every community has access to the digital world.
Second, they work to connect digital infrastructure with energy systems. This integration helps cities better manage supply and demand. It also makes power grids more efficient and reliable. “We support the integration of digital and energy systems,” he says. When these systems talk to each other, cities become more resilient.
Third, GeSI promotes circular supply chains. That means reducing waste, improving traceability, and encouraging local recovery of materials. These systems help cities move away from a throwaway mindset and toward smarter resource use. The impact is clear: less waste, better efficiency, and more sustainable growth.
One of GeSI’s biggest efforts is the Digital with Purpose Movement. It brings ICT companies together to take action on
climate and sustainability goals. The idea is to push beyond talk and create real progress. “Accessible, affordable, and efficient digital infrastructure enables smarter decision-making and operations at the city level,” Neves says.
GeSI also publishes the SMART report series, which shows how ICT can cut emissions and boost energy efficiency in urban settings. It’s not just theory—it’s backed by numbers. These reports help cities see what’s possible when they use digital tools in the right way.
Their work with the EGDC adds another layer. This project builds science-based methods to measure how digital solutions help the planet. In its latest phase, EGDC is creating guidelines tailored specifically for cities. That means urban leaders can make better decisions based on real-world impact.
GeSI also works closely with the UN Global Innovation Hub and runs pilot projects in smart cities. These projects take the ideas off the page and put them into practice—showing how digital tools can make cities more inclusive, energy-efficient, and resilient.
For Neves, the message is clear. Digital infrastructure isn’t an add-on. It’s a foundation. “It empowers urban areas to optimize energy use, reduce emissions, enhance service delivery,
Cities need the right systems to connect people and services. GeSI helps guide those investments using data—things like geospatial analytics and risk modeling
By fostering collaboration and capacity building, GeSI enables cities to not only adopt new technologies but also shape them to fit their unique needs
and improve quality of life,” he says. Smart cities are designed, not stumbled upon. They’re built—step by step—with the right tools, the right mindset, and the right people working together.
Where Innovation Meets Real Life
Cities are where people live, work, and connect. They’re also becoming the front lines of innovation. More than ever, local governments and communities are experimenting with new ideas to tackle climate change. But there are hurdles.
Many cities struggle with limited budgets, a shortage of technical skills, and regulations that make it hard to adopt and scale new tech. Even when the ambition is there, turning ideas into real, lasting change can be tough.
Neves believes the answer lies in teamwork. “To overcome these barriers, new ways of investing and collaborating are needed,” he says. That means bringing the public and private sectors together. It means finding smart ways to fund city upgrades, and it means giving local leaders access to tools they can actually use.
That’s where GeSI steps in, helping cities measure the real climate benefits of digital solutions.
The organization also works closely with networks like the Global Covenant of Mayors to share what’s working and build momentum.
Neves emphasizes one thing above all: put people and communities at the heart of innovation. “By fostering collaboration and capacity building, GeSI enables cities to not only adopt new technologies but also shape them to fit their unique needs.”
For city leaders just beginning their sustainability journey, Neves offers clear advice: don’t go it alone. “Partner with organizations that bring credible, evidence-based frameworks,” he says. And make sure your planning includes diverse voices and long-term goals. That’s how real progress happens—one partnership, one project, one city at a time.
Building Smarter Cities With AI
Cities are changing fast—and AI is one of the biggest reasons why. From optimizing energy use to improving public services, artificial intelligence is set to reshape how urban areas
function. When combined with digital infrastructure and renewable energy, the impact can be powerful. Neves is thinking ahead. “AI-driven resource optimization, IoTenabled infrastructure, and advancements in renewable energy technologies will redefine urban landscapes,” he says.
At GeSI, that future is already taking shape. The next SMART Project, called AI with Purpose, is in development. It focuses on how AI can support sustainability in real-world ways. The goal isn’t just to write another report. It’s to create tools that grow and evolve with cities' needs. This project takes cities seriously—as places where government, industry, and communities intersect. It looks at how AI can help us live better, what kind of infrastructure is needed to support it, and how to govern it responsibly.
Neves explains the bigger vision: “We don’t want static results. We want products that evolve with the problems—and the solutions.” GeSI continues to act as a connector. It gives businesses a voice in global policy discussions. It brings
Luis Neves, GeSI CEO; Fernando Reino da Costa, UNIPARTNER IT Services CEO; Ilias Iakovidis, Adviser at DG CONNECT, European Commission
sectors together. And it backs everything up with solid data. The organization isn’t just promoting digital tools. It’s proving their impact.
Global Partners, Local Impact
Neves sees partnerships as one of the most powerful tools in GeSI’s toolbox. “We’re building a global network of innovation,” he says, “one that makes sustainability practical, measurable, and scalable.” GeSI’s work with the EGDC continues to set the tone. It brings together leaders from government, science,
and industry to build tools cities can use to track real results from digital solutions.
But the work doesn’t stop in Europe. In Malaysia, GeSI has teamed up with Metrodata. AI. Together, they’re helping industrial parks improve their sustainability practices—one step at a time. In Taiwan, GeSI is working with leaders on smart city pilot projects. One idea being explored is a voluntary carbon market. The twist? These markets would use “avoided emissions” credits from digital solutions—another way tech can add value while cutting carbon.
Google Air View+ received the award in the Smart Cities category at the AI With Purpose Summit 2025 in Taipei. (Gregor Fan-Plath, Google, Spencer Low, Google, and Luis Neves, CEO of GeSI)
Under Neves' leadership, GeSI developed a science-based methodology to measure ICT’s positive climate impact—a real breakthrough in credibility and trust
And in partnership with the United Nations Framework Convention on Climate Change (UNFCCC), GeSI is helping build the UN Global Innovation Hub’s digital platform. This platform is designed to help cities, governments, businesses, and researchers speak the same language when it comes to climate solutions. Neves calls this a “common language for scaling innovations.” It’s a marketplace where ideas can travel, grow, and turn into real action.
Opening Doors, Building Movements
When Neves became CEO of GeSI, he knew the organization needed to evolve. One of the most meaningful changes came when GeSI opened its doors to industries beyond telecom. That moment marked a turning point. GeSI became a true multi-stakeholder platform—one that puts digital and sustainability at the center.
"We transformed our organization from a traditional telecommunications association to embrace all vertical industries—energy, buildings, transportation, health, education, agriculture, logistics," says Neves. “Digital and sustainability are the core of everything today.”
But alongside that growth came a growing sense of urgency. Neves has long believed the world won’t meet the 2030 Sustainable Development Goals unless there’s a major shift. He sees the pressure mounting—from the climate crisis to social inequality to the overuse of natural resources.
To make real progress, he believes digital technologies must drive that shift. And it can’t be done in isolation. It needs partnerships—across industries, borders, and sectors. That’s the heart of the ‘Digital with Purpose’ movement.
This isn’t just a catchy phrase—it’s a mindset. It brings together leaders who are serious about using technology to power real change. It also sends a clear message: technology must serve the planet, people, and progress. “To maximize the potential of digital technologies and diminish the downsides,” Neves explains, “there needs to be a common purpose both at the heart of the ICT sector and more widely throughout partner sectors.”
For Neves, building this movement has been one of the most rewarding parts of his journey. That, and leading GeSI’s coordination of EGDC.
The possibility of leaving behind a better world through digital innovation drives Neves forward
Under his leadership, GeSI developed a science-based methodology to measure ICT’s positive climate impact—a real breakthrough in credibility and trust. “This is a testament to what collaborative leadership can achieve,” Neves says. “And I couldn’t be prouder.”
Look Up, Step Forward
As Neves reflects on his journey, he has a clear message for the next generation of sustainability leaders: don't go it alone. "Focus on collaboration and evidence-based action. Walk the talk. Look always ahead.” He believes the solutions we need will only come from big-picture thinking and crosssector partnerships. That means embracing technology—but with care. Use data. Keep ethics front and center. And above all, remember who this work is for.
“Put the human being at the centre,” he says. The problems the world faces are urgent and complex. But Neves isn’t discouraged. He’s inspired. The possibility of leaving behind a better world through digital innovation drives him forward. “We must step up now,” he says. “The opportunity to leave a legacy through technology and sustainable innovation keeps me fully motivated for this mission.”
He speaks with conviction, but also with heart. He believes in the power of people working together. He believes in using our strengths for something bigger than ourselves. “Look at the sky. Not to your feet... Easy things anyone can do. Difficult things only special people can…” And maybe that’s the message that stays with you. In a world that needs more courage, more vision, and more hope, Neves reminds us to aim higher—and to keep moving forward.
Championing Customer-Centric Culture
Susanna Baque is an experienced senior global leader in Customer Experience at SCIEX, a Danaher Company, since 2014. With over 25 years in the Life Sciences industry, she has excelled in leading sales, technical support, Market Development, and Customer Experience. Susanna holds a PhD in Chemistry and Biochemistry and began her career as a researcher and Professor at the University of Barcelona. At SCIEX, she has driven customer-centric culture and led cross-functional teams to enhance customer experience. Susanna also champions Diversity, Equity & Inclusion initiatives, mainly focused on women. She is a leader dedicated to growth and empowerment.
Recently, in an exclusive interview with CXO Magazine, Susanna shared insights on the evolution of the customer experience landscape in the biotechnology and life sciences industry, 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.
Susanna Baqué
Senior Director Global Customer Experience, SCIEX
Customer-centricity is not just a buzzword for me; it's a part of my DNA and the culture I strive to foster
Hi Susanna. What drives your passion for customer experience, and how do you stay motivated in your current role? My passion for customer experience is deeply rooted in my own experiences as a researcher. I once stood in the shoes of our customers, understanding their needs and challenges firsthand. This empathy fuels my drive to ensure they have the best possible
experience with our services and products. Customer-centricity is not just a buzzword for me; it's a part of my DNA and the culture I strive to foster within my team.
Despite having led customer experience initiatives for over 10 years, my passion remains undiminished. I continue to find motivation in listening to our customers and employees, understanding their evolving needs, and striving
to exceed their expectations. This continuous feedback loop is what keeps me inspired and committed to delivering exceptional experiences every day.
Additionally, being an active member of various CX communities outside of work helps me stay on top of industry trends, share best practices, and learn from the experiences of others. This engagement not only keeps me
motivated but also powers my commitment to continually enhancing the customer experience.
How do you see the customer experience landscape evolving in the biotechnology and life sciences industry?
The customer experience landscape in the biotechnology and life sciences industry is evolving at a rapid pace, driven by advancements in technology and shifting customer expectations. While the core of customer experience remains rooted in human emotions and interactions, the rapid adoption of new technologies has set new benchmarks for customer expectations. It is essential to focus on the real moments that matter in a customer's journey, not just making these moments frictionless, but also generating positive emotions and building trust.
In the biotechnology and life sciences industry, understanding the unique needs and challenges faced by our customers is crucial. The fast-paced nature of scientific advancements means that customers demand more innovative solutions and faster turnaround times. As such, companies must leverage cutting-edge technologies like artificial intelligence, machine learning, and data analytics to anticipate customer needs and deliver personalized experiences.
Additionally, the growing emphasis on customer-centricity is transforming the industry. Customers are increasingly looking for more transparency, better communication, and a deeper level of engagement from companies. This shift necessitates a more holistic approach to customer experience, one that encompasses not only the product or service but also the entire customer journey from start to finish.
Furthermore, the evolving regulatory landscape and the increasing importance of sustainability are influencing customer expectations. Customers now expect companies to operate with greater responsibility and ethics, which means that businesses must be more transparent about their practices and more committed to sustainable operations.
to exceed our customers' expectations and deliver exceptional experiences. Fostering that culture internally and externally is the key to success, a competitive advantage difficult to build and that ahs to be sustained with courageous leadership and true commitment.
What's your perspective on the role of diversity, equity, and inclusion in your industry?
As a passionate believer in Diversity, Equity, and Inclusion (DE&I), I recognize that these principles are crucial not only in the biotechnology and life sciences industry but across all sectors. DE&I is the cornerstone of innovation, providing diverse perspectives that drive creativity and problem-solving.
Fostering a customer-centric culture internally and externally is a competitive advantage that must be sustained with courageous leadership and true commitment
Looking ahead, I believe that the key to success in the biotechnology and life sciences industry will lie in maintaining a delicate balance between technological innovation and humancentric interactions. By staying true to our core values of empathy and customer-centricity, and by embracing new technologies, we can continue
My commitment to DE&I has been acknowledged through various accolades as an inclusion leader. I actively advocate for diversity and ensure that it is actioned within my team and beyond. A diverse team is pivotal to our success, particularly in the biotechnology and life sciences industry, where innovation is the lifeblood of progress, and innovations matters not only on products, but also in the experiences provided that build trust.
Diverse perspectives are essential for developing groundbreaking products and services and enhancing customer experience (CX). Gathering cross-functional and diverse inputs helps craft solutions that resonate with a wide array of customers. Our customers are diverse, and it is imperative to incorporate that angle when designing experiences and managing journeys.
Creating an environment where employees feel included and valued is also crucial. When employees feel a sense of belonging, their
Diverse perspectives help craft solutions that resonate widely, making innovation matter not only in products but also in experiences that build trust
engagement and productivity levels rise, which transpires to the customers as well. This fosters a partnership dynamic rather than a mere vendor-customer relationship. Inclusion and belonging are the bedrock of a successful and innovative organization.
The biotechnology and life sciences industry is rapidly evolving, and to stay ahead, companies must embrace DE&I to deliver personalized and empathetic experiences. Understanding and addressing the unique needs of our diverse
customer base helps build trust and foster longlasting relationships.
From my point of view, the role of DE&I in the biotechnology and life sciences industry is paramount. By championing diversity, fostering inclusion and belonging, and advocating for equity, we can drive innovation and deliver exceptional customer experiences. This partnership approach ensures that we not only meet but exceed the expectations of our diverse customers, paving the way for a brighter and more inclusive future.
How do you foster a culture of continuous improvement within your team, and what tools or methodologies do you use?
At SCIEX, continuous improvement is part of our DNA, deeply ingrained in our organizational culture as part of Danaher. We leverage the Danaher Business System (DBS), which serves as a key differentiator in driving our culture of continuous improvement. DBS not only provides a comprehensive set of tools but also instills the right mindset necessary for ongoing development.
Our approach to fostering a culture of continuous improvement revolves around placing both our customers and employees at the centre. By focusing on enhancing internal processes and optimizing customer journeys and experiences, we ensure that improvements are meaningful and impactful.
We employ various methodologies, such as Kaizen, to identify and eliminate inefficiencies, reduce waste, and enhance productivity. It is also important to consider and apply change management approaches and practices, since continuous improvement drives continuous
change, and we always need to consider the people-side of change to make new processes, tools and/or implementations successful. Regular training sessions and workshops are conducted to ensure that all team members are well-versed in these methodologies and can effectively contribute to our continuous improvement initiatives.
Additionally, we encourage open communication and feedback, empowering employees to voice their ideas and suggestions for improvement. This collaborative environment fosters innovation and ensures that our processes and services are constantly evolving to meet the needs of our diverse customer base.
By maintaining this focus on continuous improvement, we can deliver exceptional value to our customers and create a work environment where employees feel valued and motivated to excel.
Looking back, which women in your life have had the most influence on your career?
One of the most influential women in my career was my PhD mentor. She had an exceptional ability to push me to always excel and continuously learn. Under her guidance, I cultivated an appreciation for being competitive yet collaborative, and I embraced the importance of supporting others in their success. She emphasized the value of surrounding oneself with the best team and nurturing their growth. Her mentorship has left an indelible mark on my professional journey. I am deeply grateful to her and to many other remarkable women in my life, including my mother and my two sisters, who have shaped me into the person I am today.
What is your favorite quote?
One of my favourite quotes is by Maya Angelou, who said, "I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel." This quote resonates deeply with me and serves as a guiding principle in how I interact with both colleagues and customers. By prioritizing empathy and understanding in all our interactions, we can leave a lasting positive impact and build meaningful relationships.
What is your secret behind striking a work-life balance?
I prefer to think of it not as "work-life balance," but rather as "work-life harmonization." The concept of harmonization resonates more with me because it acknowledges that work and life are not always in perfect equilibrium. Instead, they are interwoven, each influencing and complementing the other. My secret lies in setting boundaries and prioritizing what matters most at any given time. I make it a point to disconnect from work during personal time, ensuring that I am fully present with my family and friends. This approach helps me recharge and brings a fresh perspective when I return to my professional responsibilities.
Equally important is the ability to be flexible and adapt to changing circumstances. There are times when work demands more attention, and other times when personal life takes precedence. By staying attuned to these shifts and being willing to adjust my focus accordingly, I can maintain a sense of harmony between the two.
Continuous improvement drives continuous change, and we must always consider the people-side to make new tools and implementations truly successful
Work-life harmonization acknowledges that work and life are interwoven, each influencing and complementing the other in a flexible and fulfilling way
Where do you see yourself in 5 years from now?
In 5 years, I see myself still driving and innovating in Customer Experience (CX). Ideally, I aim to be part of the C-suite of a committed company to CX, either as a Chief Customer Officer (CCO) or Chief Experience Officer (CXO). I strongly believe that Customer Experience deserves a crucial spot at the decision-making table and should be elevated to drive significant impact. Additionally, I see myself pushing for more synergy between CX and EX, which not only enhances customer satisfaction but also fosters a culture of continuous improvement and innovation. I envision continuing to work cross-functionally, maintaining the same passion and obsession for enhancing both customer and employee experiences.
What advice would you give to aspiring leaders in the biotechnology and life sciences industry?
My advice to aspiring leaders is to follow your passion. Passion is the fuel that will keep you
motivated to always excel and continuously improve. Embrace the mindset of "not letting perfect be in the way of better." Strive for progress rather than perfection, and you'll find that incremental improvements lead to significant advancements over time.
Building meaningful relationships is crucial, but always remain your authentic self, rooted in your core values. These values will guide you through challenges and ensure that you lead with integrity. I also highly recommend having a personal coach. My coach has been invaluable as a "mirror," an accountability partner, and a cheerleader. This support has helped me build my own personal brand as a leader and has been instrumental in my professional growth.
Equally important is to seek feedback openly and practice active listening. Implementing feedback can lead to significant personal and professional development. Additionally, consider making lateral moves within your career. These moves help you build new transferable skills and expand your perspective, making you a more versatile and effective leader.
Christina Walton AVP and Head of Procurement, Definitive Healthcare
CHIEF PROCUREMENT OFFICER
Building High Impact Procurement Functions that Enable Enterprise Success
Doing much more than managing the cost, today’s procurement leaders play a key role in driving growth, handling risk, and building resilient partnerships that align with broader business goals. Christina Walton, AVP and Head of Procurement at Definitive Healthcare, has spent more than two decades doing exactly that. However, she didn’t plan a career in procurement. She started in marketing and advertising— spaces where persuasion, relationships, and strategic alignment matter just as much as they do in sourcing. “I quickly learned the power of negotiation, the importance of relationships, and the value of understanding both client and vendor perspectives,” she says.
Those early lessons became the foundation of a career that has now spanned more than 25 years. As Christina moved into sourcing and contract management, she discovered something that resonated: procurement gave her a unique view of the entire business. It wasn’t just about cost. It was about smarter decisions, reducing risk, and creating longterm value. That realization shifted everything.
Over the years, she’s led procurement functions at Fidelity, State Street, Wellington Management, Toast, and now Definitive Healthcare. With each chapter, her focus has grown from savings and efficiency to strategy, scale, and business alignment. “Procurement isn’t just about buying—it’s about enabling
Transforming Procurement into a Strategic Powerhouse
At Definitive Healthcare, Christina Walton led a full-scale transformation of the procurement function—shifting it from a decentralized, reactive model to a strategic, tech-enabled operation aligned with business growth.
One of her first major achievements was implementing a comprehensive procurement policy that gave the business the flexibility to purchase what it needed, while maintaining control, governance, and cost discipline. This framework laid the foundation for a more scalable and efficient approach to procurement.
To support the policy, Christina and her team optimized a spend orchestration platform. By automating purchase request workflows, integrating approval processes, and improving visibility into spend, they significantly reduced operational friction and increased compliance across the organization.
The transformation delivered measurable results:
A large majority of company spend is now managed through procurement
Significant savings achieved across addressable spend
A rationalized and streamlined tech stack with fewer, more effective software applications
A faster, more transparent procurement process embedded into business operations
Under Christina’s leadership, procurement has evolved into a data-driven, agile function that plays a central role in supporting Definitive Healthcare’s strategic goals.
For Christina, procurement isn’t just about negotiating contracts or cutting costs. It’s about creating an environment where the business can move faster, operate smarter, and make better decisions
the business to grow and move with clarity and confidence,” Christina states.
At Fidelity, Christina learned the value of strong governance. At State Street and Sun Life, she saw how procurement could directly support risk and operational strategies. At Wellington, she worked at a global scale, balancing structure with agility. And at Toast, a high-growth, pre-IPO company, she learned to build stability in fast-moving environments.
Now at Definitive Healthcare, Christina is putting it all together; helping build a procurement function that is embedded in the business, focused on impact, and trusted at the executive level.
“My goal is to reduce friction, support revenue goals, and make procurement a real partner in growth,” says Christina, for whom procurement is more than managing spend. It’s about making decisions that help the entire organization move forward—smarter, faster, and with purpose.
Building Procurement from the Ground Up
When Christina joined Definitive Healthcare as Associate Vice President and Head of Procurement, she was brought in to build the function from the ground up. Her mission was to create a modern, scalable procurement operation that could support the company’s rapid growth while becoming a trusted partner across the organization. Christina explains,
“My role is both strategic and operational. It’s about transforming procurement into a valuegenerating partner across the business.”
One of her early priorities was establishing a global procurement policy. Alongside that, she led the implementation of scalable systems that could grow with the business. She introduced a spend orchestration platform, automated the request-to-PO process, and redesigned vendor engagement—all with a focus on increasing efficiency, improving transparency, and creating more control over spend.
As the function matured, Christina focused on bringing more organizational spend under procurement’s oversight. By introducing better data visibility, governance, and smarter tools, she and her team have helped ensure that the majority of company spend is now strategically managed. Along the way, they’ve delivered meaningful cost savings and reduced the company’s software application footprint, streamlining the tech stack to better align with evolving business needs.
She also works closely with finance and senior leadership to ensure that procurement strategies are aligned with the company’s priorities—whether that’s supporting M&A activity, enabling scalability, or managing thirdparty risk more effectively. And while systems and alignment are critical, Christina believes that the strength of the procurement function ultimately comes down to its people. She’s committed to building a high-performing team and fostering a culture rooted in collaboration, accountability, and continuous improvement.
For Christina, procurement isn’t just about negotiating contracts or cutting costs. It’s about creating an environment where the business can move faster, operate smarter, and make better
Christina works closely with legal, compliance, and information security teams to ensure procurement is not only fast, but also responsible
decisions. “Procurement should be a strategic function that enables the business, not blocks it,” she opines. That belief is reflected in how she designs processes. They are meant to be efficient, intuitive, and aligned with broader business goals, while still ensuring strong controls around risk and compliance. Efficiency matters—because if procurement slows things down, it loses credibility. That’s why her team has worked hard to streamline workflows, automate approvals, and integrate the right tools to support speed without sacrificing governance.
At the same time, Christina emphasizes that not all risk is the same. She believes in tailoring due diligence to the level of vendor exposure, rather than taking a one-size-fits-all approach. Staying ahead of evolving regulations— especially in healthcare and data privacy—is another key focus. Her team collaborates closely with legal, compliance, and information security teams to make sure procurement practices remain not only compliant but proactive. “Embedding risk management into procurement is critical— but we have to do it in a way that doesn’t slow down the business,” she explains.
Technology That Enables Smarter Procurement
Technology plays a central role at Definitive Healthcare. The company’s mission is to deliver real-time, data-driven intelligence to healthcare organizations—and that same focus on smart decision-making is reflected in its internal operations, including procurement. As the head of procurement, Christina has led the shift toward a tech-enabled, strategic function. A major turning point was the implementation of a spend orchestration platform that automated the purchase request process. “It created a
seamless experience for stakeholders,” she says. “We reduced friction, improved visibility, and made sure procurement supported, not slowed, decision-making.”
Christina’s team has also started to explore the use of AI tools like ChatGPT and Microsoft Copilot. These tools are helping them assess supplier landscapes, benchmark pricing, and track emerging trends—valuable insights that sharpen vendor discussions and sourcing strategies. But the team is moving forward carefully. “We’re
deeply mindful of the privacy, security, and compliance risks that come with AI,” Christina says. That’s why they’ve adopted a governancefirst approach, working closely with legal, compliance, and information security teams to ensure responsible use of emerging technologies.
Making Procurement Work in a Fast-Moving Environment
Leading procurement at a high-growth SaaS company like Definitive Healthcare comes with
a mix of pressure and possibility. For Christina, it’s about staying agile, focused, and responsive as the business evolves around healthcare data, technology, and innovation. One of the biggest challenges is the speed at which everything changes. The company is continuously adapting—whether it’s to shifts in the market, changes in customer needs, or new regulatory requirements. Procurement needs to move in step, ready to support product launches, scale operations, and respond to shifting priorities.
By staying close to the numbers, grounded in the business strategy, and responsive to change, Christina ensures that procurement helps the organization move forward with confidence
Operating in the healthcare data space adds another layer of complexity. Data privacy, security, and compliance aren’t optional— they’re essential. Every vendor must be carefully evaluated, and every contract must reflect the sensitivity of the data the company manages. Christina works closely with legal, compliance, and information security teams to ensure procurement is not only fast, but also responsible.
At the same time, she sees real opportunity. Procurement is in a unique position to influence how the company scales. By ensuring the right tools, vendors, and cost structures are in place, the team helps the business grow while staying resilient. “We’re not just managing spend—we’re enabling strategic decisions,” Christina says.
She believes that effective procurement starts with relationships. Internally, that means strong collaboration with stakeholders. she explains, “Our business partners know what they need. They understand their goals and what success looks like. Procurement’s role is to bring market insight, negotiation skills, and risk awareness to the table—without slowing anyone down.” For Christina, it’s never about controlling decisions. It’s about showing value by listening, understanding, and aligning with what the business needs. That’s how procurement earns trust and becomes a partner, not just a checkpoint.
On the supplier side, Christina sees each engagement as a three-way partnership— between procurement, the internal team, and the vendor. The goal is to understand what kind of relationship the business wants to have. Is the priority innovation? Flexibility? Longterm collaboration? That clarity helps structure
agreements that actually deliver results. “We build relationships on trust and clear expectations,” she adds. Whether it’s contract negotiations or performance management, the goal is always the same: help the business succeed.
Christina also makes sure procurement stays closely aligned with financial planning. Her team partners directly with FP&A before, during, and after the budgeting process to stay connected to spending priorities across the organization. “We help shape the business architecture,” she says. From consolidating vendors to supporting faster pivots, procurement plays a direct role in enabling the company’s goals. By staying close to the numbers, grounded in the business strategy,
and responsive to change, Christina ensures that procurement helps the organization move forward with confidence.
Redefining Procurement Leadership
Christina sees procurement leadership differently than many might expect. To her, being effective in this space requires more than managing costs or negotiating contracts. It’s about being a strong business partner— curious, adaptable, and aligned with what the company is trying to achieve. “My leadership approach is consultative, as I take the time to understand the business, the goals, and what each stakeholder needs to succeed,” she says. That mindset has helped her move
Top
5
Leadership Lessons for Emerging Procurement Professionals:
1. Be Curious and Ask Why
2. Take a Consultative Approach- Build those relationships
3. Understand Strategic Impact
4. Embrace Technology and Data
5. Lead Beyond the Contract
procurement beyond a support function. Instead, it’s a strategic partner that shows up early, contributes insights, and stays involved through the entire supplier lifecycle.
She believes influential procurement leaders bring value in more ways than people often recognize. It’s not just about traditional levers like savings or risk mitigation. It also includes supporting outsourcing strategies, leading program implementation, managing supplier governance, advising on contingent workforce planning, and even helping with accounting and reconciliation initiatives. Procurement, when done well, touches nearly every area of the business.
At Definitive Healthcare, Christina focuses on aligning procurement with the company’s larger strategy. That means leading with transparency, building credibility, and making sure every project supports growth and operational stability. “It’s about showing up with insight, not just process,” she says.
To emerging professionals in procurement, she offers simple but powerful advice: be curious. Ask questions. Don’t just look at what’s being bought—ask why. How does it support the business? Does it help drive revenue or reduce risk? Will it improve how teams work?
She encourages procurement professionals to truly listen to internal stakeholders. They’re the experts in their areas, and they know what success looks like. When procurement takes the time to understand their pain points and expectations, it becomes easier to create sourcing strategies that deliver value people can see. Christina also urges future leaders to think beyond the basics. Procurement has a role to play in much more than purchasing. With a broader view, there are opportunities to lead in areas like supplier strategy, offshoring, business continuity, and governance.
And finally, Christina emphasizes the importance of technology. AI, automation, and data tools are already reshaping the way procurement operates. “We need to understand how to use these tools not just to make things faster, but to make smarter decisions,” she says.
In today’s environment, she believes the most successful procurement leaders are the ones who stay curious, consult deeply, and stay bold enough to question how things have always been done. “Leadership in this space comes down to understanding the business, asking the right questions, and always looking for a better way.”
Empowering Teams for CX Excellence
Francisco Agustín Acuña Bachmann has more than 15 years of experience in Market Research and Consulting for Customer Experience spaces in terms of strategy, innovation, and Voice of the Customer/Employee Programs for leading brands in Chile and Latin America. He is also a Keynote Speaker in Public and Private events regarding the Management and ROI of Experience Management. His areas of expertise include the automotive sector, financial services (banking, insurance), telecommunications, and retail.
At Ipsos, Francisco has been serving as Director of the CX Practice team in Chile and also previously had an international assignment at Ipsos Peru. In his current role, as CX Director, Francisco leads the commercial strategy for the Customer Experience business unit for Ipsos in Latin America, ensuring the development of the current and future solutions portfolio, and providing support to the different markets in the development of this strategy. He works to create a collaborative, multicultural environment focused on empowering Ipsos’ employees to achieve their goals, as well as those of the company.
Recently, in an exclusive interview with CXO Magazine, Francisco shared insights on the importance of Employee Experience (EX) in driving CX outcomes, significant career milestones, personal hobbies and interests, his favourite quote, future plans, words of wisdom, and much more.
The following excerpts are taken from the interview.
Francisco Agustín Acuña Bachmann
Head of CX Latam, Ipsos
Hi Francisco. What drives your passion for Customer Experience, and how do you stay current with emerging trends and best practices?
One of the things that draws me most to Customer Experience is the ability to combine technology with humanity. Each potential interaction between a customer and a brand is an opportunity to do things memorably, to leave a lasting impression, and to transmit the brand's values, which in turn is associated with business indicators.
I keep up to date by participating in forums and emerging spaces for discussing the practice, as well as through the various research projects we conduct within Ipsos.
What do you love the most about your current role?
The variability of industries and the potential to cross-pollinate learnings with other industries to offer a maximisation of Customer Experience. Another thing I love about my role is the possibility of having recurring interactions with other people and, consequently, with other cultures. I believe that learning is a never-ending process, and it's possible to learn not only from the work itself but also from what surrounds it. Meeting different clients and realities allows me to offer connection and valuable learnings for the brands we work with.
What role do you think analytics plays in driving CX insights and decisionmaking, and how do you approach analytics in your work?
Data integration is becoming an increasingly recurrent phenomenon within the practice of experience, although it is still emerging.
Customer Experience begins with that of the employees, and leveraging their value is essential to deliver meaningful and memorable brand interactions
Another phenomenon is all the LLM models associated with AI, which play a fundamental role in insights and translating these into actions that offer financial returns to organisations. I believe it is this last point that creates enormous value, and from where we at Ipsos approach it. Often, large and sophisticated analytical models are not necessary to account for the return on investment in its various formats, from operational efficiency to share of wallet. In the end, analytics should be a vehicle to demonstrate the impact of CX, and insights as a source of differentiation and competitive advantage.
Can you discuss the importance of Employee Experience (EX) in driving CX outcomes, and how you approach EX in your work?
All Customer Experience begins with that of the employees. In our R&D, we have found that companies that lead in EX are up to four times more likely to lead in CX. However, today it is in early stages; only 2 out of 10 companies have integration in this area. Today, I believe it is not only relevant but essential to understand and leverage the value of people (employees) in the delivery of experience, and how to complement it with everything we are seeing from a technological and digital point of view. In our work, which is a people business (consulting), Employee Experience should be a focus of talent attraction and retention. At the operational level, we currently have more than 200 people worldwide dedicated to research, consulting, and R&D of EX globally, which demonstrates the importance of this practice.
What has been your most careerdefining moment that you are proud of?
Coming from a generation where job stability is often questioned, in the sense of staying in the same company, a defining moment for me was when a good leader I had invited me to consider the range of possibilities and think about the medium term in my current workplace, despite an attractive job offer. That's when I realised that the leader plays a fundamental role in the development process of an employee.
Another defining moment is undoubtedly failure. We often talk about success, but I feel that failure defines your capacity for resilience and transformation. After a good year in 2019, in my first year leading a large team, the pandemic came and generated a very complicated year. However, thanks to a well-structured strategy, we achieved doubledigit growth years for almost 4 years in a row, which speaks to the fact that focus is key to transforming situations of failure into success.
What
is your favourite quote?
Without a doubt, my favourite quote that defines me is by Denzel Washington: "Without commitment, you'll never start. But more importantly, without consistency, you'll never finish."
What
are your passions outside of
work?
In terms of my passions, I would define myself in three areas: sports, gastronomy and family. In sports, I love football and running. The former allows you to work as a team, while the latter provides you with constancy and resilience. In terms of gastronomy, I am a fan of Peruvian
Analytics should be a vehicle to demonstrate the impact of CX, and insights as a source of differentiation and competitive advantage
food and ceviche. On a personal level, I am very close to my family.
Where do you see yourself in the next 5 years?
It is a difficult question, considering that the world is so volatile and subject to so many short-term changes. However, I can see myself happy and content with my achievements, continuing to seek opportunities to transform and contribute to my workplace, and leading spaces by example.
What advice would you give to aspiring CX professionals looking to drive business outcomes through CX initiatives?
First Do It, because paralysis does not contribute to business development. Then Do it Right, to learn and translate those learnings into continuous improvement, and then Do it better, because you will be able to connect the pieces of the puzzle through design, measurement, and management in pursuit of the return on investment of experience.
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 Women in Cybersecurity
Elise Veazey Stacey is Chief of Staff to the CEO of Optiv and CoChair of the Optiv Women’s Network, where she leads partnerships with EWF and WOTC. She co-founded the Music City Chapter of Cloud Security Alliance and serves as its Director of Membership. A former board member of Sycamore Bank, Elise was the youngest and second woman elected in its 100+ year history. She holds an MBA from Belmont University, where she founded the MBA Women International Chapter. Elise lives in Franklin, TN with her two daughters and is active in her church and community.
Recently, in an exclusive interview with CXO Magazine, Elise shared insights on the role of women in shaping the future of technology, 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.
Elise Veazey Stacey Chief of Staff to the CEO, Optiv
I serve with integrity, lead with humility, and ‘send the elevator back down,’ which creates something far greater than personal achievement—it becomes impact
Hi Elise. What drives your passion for leadership and mentoring?
Leadership and mentoring may seem like separate concepts, but for me, they’re deeply intertwined.
Throughout my career, I’ve found that leadership often found me before I actively sought it out. I’ve been fortunate to have managers and executives who recognized something in me and offered the kind of stretch opportunities that helped me grow—and sometimes leap—into leadership roles. That support made an impact, and it’s driven me to create that same space
for others. I lead because I want to be part of something larger than myself. Coaching and empowering others to do great things is not only fulfilling—it’s how I measure the ripple effect of my work.
Mentorship is a calling. One of my favorite business school professors used to say we have a responsibility to “send the elevator back down.” That message stayed with me. I’ve been the beneficiary of incredible mentorship, and I’m committed to paying that forward. I also have two young daughters who are always watching.
I want them to grow up seeing what it looks like to champion others—especially women—in meaningful, lasting ways.
What do you love the most about your current role?
As Chief of Staff to the CEO at Optiv, I have the unique privilege of engaging with the most strategic areas of the business. It’s unlike any of my previous roles at the company—and that’s saying something, as I’ve had the opportunity to grow through four very different positions here. What I love most is the visibility into the big picture. I collaborate with the executive team to drive enterprise strategy, support the CEO’s vision, and help align operations with long-term goals. I also have spent time with our Board of Directors, which has been a tremendous learning experience. It’s deeply motivating to know that the work I do every day has a direct influence on the trajectory of the company. It’s high stakes— and I wouldn’t have it any other way.
What role do you think women can play in shaping the future of technology?
A critical one. Women absolutely have a central role in shaping the future of technology, and we need to ensure that space is open, supported, and amplified.
Early in my career, I was often the only woman in the room. It was intimidating at times, yes, but it also fueled my ambition to keep moving forward and to build the opportunities for others. Diverse team, especially in tech, are stronger, more innovative, and more resilient. Women bring different perspectives, different approaches to problem-solving, and different leadership styles. That’s not a challenge to overcome; t’s an advantage to leverage.
The key now is to make sure women have both access and encouragement to step into leadership and technical roles. Because once they’re there, they change everything—for the better.
How do you think mentorship can impact career development in technology?
Mentorship is a career accelerator, plain and simple. In tech, where things move fast and complexity is the norm, having a mentor who’s walked the path before you is invaluable. They don’t just give advice; they offer perspective, open doors, and help you see possibilities you might not have imagined on your own.
I often tell those I mentor that mentorship isn’t about getting all the answers—it’s about learning how to ask better questions, build confidence, and navigate your career with intention. And in an industry where innovation thrives on collaboration, mentorship can be the connective tissue that turns good professionals into great leaders.
You were recently recognized as one of the Top 50 Women Leaders in Nashville for 2025. Our readers would love to know the secret mantra behind your success.
There’s no secret—and there’s certainly no shortcut. But if I had to distill it, I’d say this: take ownership, create champions, and keep moving forward—even when it’s hard.
From early in my career, I learned that no one is more invested in my growth than I am. I advocate for myself, set clear goals, and build the skills to back them up.
Second, relationships matter. Deeply. I’ve learned that champions open doors that applications can’t. I invest in meaningful
Women bring different perspectives, different approaches to problem-solving, and different leadership styles—not a challenge to overcome, but an advantage to leverage
connections at every level, nurture community inside and outside of work, and ask for what I need. Leadership doesn’t happen in isolation.
And finally, I say yes, even when the voice in my head tries to tell me I’m not ready. That voice still shows up for me sometimes. I just don’t let it drive.
I also believe in creating space for others to rise. I serve with integrity, lead with humility, and “send the elevator back down,” which creates something far greater than my own personal achievements—it becomes impact.
What is your favorite quote?
“If you want to make God laugh, tell Him your plan.” This quote resonates with me because it’s a gentle—and often humorous—reminder that life rarely unfolds the way we script it. I’ve experienced moments of profound loss, unexpected opportunity, and complete redirection. Through it all, I’ve learned to adapt with grace and set my determination not on controlling outcomes, but on thriving through whatever comes. Flexibility, faith, and resilience are what carry us—far more than perfectly laid plans.
What is your secret behind striking a work-life balance?
Here’s the truth: it doesn’t exist! —At least not in the picture-perfect way we imagine.
When I’m thriving professionally, mom guilt tries to creep in. And when I’m focused on pouring into my girls, that quiet whisper of work guilt shows up. I’ve come to expect it—and I’ve even named that voice “Gilda.” When she pops up, I acknowledge her, let her know she wasn’t invited, and move forward with intention. Humor helps. So does grace.
More seriously, I’m only able to show up fully in both spaces because I have a tremendous
support system. My girls’ father and man I was married to almost nine years died unexpectedly five years ago, and while that loss reshaped everything, I was—and remain—surrounded by strength. Our longtime nanny has been a constant for my daughters, their grandparents live nearby, and I bought the house across the street from my mother, who helps me every single day. I also have a close-knit tribe of mom friends who show up for one another. That village is real, and I lean into it fully.
Balance is a myth—but support, structure, and self-compassion are sustainable.
How do you prioritize self-care and wellbeing?
I treat it as non-negotiable.
As a mother, executive, mentor, and leader—there are countless demands on my time and energy. I’ve learned that I can’t pour from an empty cup, so I make space for the things that restore me. I take advanced reformer Pilates classes six days a week. I go to therapy. I read. I pray. I attempt to mediate (my type A personality is still working on that skill). I schedule regular facials and the occasional massage—not as indulgences, but as investments in my long-term health, both physical and mental.
Self-care doesn’t happen when life slows down; it happens when we decide it matters enough to make it part of the rhythm. For me, it’s how I stay centered, grounded, and capable of showing up fully—in every role I hold.
Where do you see yourself in 5 years from now?
This is a fun one! In five years, I see myself serving in a C-suite role—perhaps as Chief
Operating Officer or Chief Strategy Office, at a mission-driven organization where I can help shape strategy, drive operational excellence, and lead with purpose. I want to be at the table where the biggest decisions are made, not for the title, but to create real, lasting impact—on people, performance, and culture.
I’m also committed to using my platform to elevate others, especially women in cybersecurity and technology. Whether through board service, mentorship, or community leadership, I believe influence is most powerful when it opens doors for someone else. My goal is not just to lead at the top—it’s to lead in a way that lifts.
What advice would you give to young women aspiring to leadership roles?
First and foremost: own your career. Hoping for success is not a strategy. I often tell mentees, “We’re not hoping here—tell me what you’re doing to make it happen.” Set clear goals, build your capabilities, and never underestimate the power of relationships. A warm introduction can open more doors than a stellar résumé ever will.
Learn how to communicate ideas clearly and persuasively. Build influence, not just opinions. Volunteer for leadership roles in causes that align with your values—they offer visibility, growth, and a network of champions.
When opportunity knocks, jump. Don’t hesitate. Silence the inner critic. Most of us are more prepared than we realize.
And finally: become a lifelong learner. Take the class. Earn the certification. Read the book. Stay curious. In this industry—and in leadership—if you’re not growing, you’re falling behind.
Building a Culture of Innovation through People and Technology
Kevin McDonald is the Vice President, People Services & Technology Solutions for The E.W. Scripps Company. He has 25+ years of experience working within both large and mid-market companies in virtually every aspect of HR operations, technology strategy, vendor governance, implementations, and merger & acquisition integration. With a primary focus on HR technology & service delivery, outsourcing governance, and business process transformation, Kevin has spent the last twenty years focused on maximizing the value of his company’s technology and service provider relationships along with significant M&A work helping Scripps through three transformational events in his 18+ years of service.
Recently, in an exclusive interview with CXO Magazine, Kevin shared insights on his career journey, leadership philosophy, the future of HR, words of wisdom, and much more. The following excerpts are taken from the interview.
Kevin McDonald Vice President, People Services and Technology Solutions, The E. W. Scripps Company
Hi Kevin. What inspired you to pursue a career in HR, and what motivates you to continue in this field?
Well, I was someone who didn’t know exactly what he wanted to do coming out of high school. I knew I wanted to go directly into the workforce and go to college in the evening but wasn’t sure exactly what field I wanted to pursue. I applied at Fifth Third Bank and ended up being offered an entry level job in the Human Resources employee file room. I’ve always been organized, highly competitive, and a good problem solver and had plenty of opportunities to shape this largely one-person area how I wanted to work. Processes were largely undefined and not documented so this gave me an opportunity to show my organizational skills and work ethic, which opened many doors for me as I advanced through many different roles in Human Resources at Fifth Third over my 11+ years there. It seemed that every role I played offered me the ability to apply root cause analysis, offer solutions, and then execute. I then moved over to Scripps largely doing the same thing – analysing root cause, designing solutions, and executing. So, in summary, I didn’t necessarily get into HR “on purpose”, but I think my skill set and what I am passionate about in terms of the workplace has suited me quite well in HR. All these years later, I find myself still analysing, designing and executing.
What do you love the most about your current role?
First and foremost, I love my team. Over the years, as I have matured professionally and personally, I have grown to understand more deeply how true it is that nothing you
accomplish will be accomplished alone. There are many people who play large roles in your success. I have been blessed with an amazing team here at Scripps who I have worked with for many years. Some of my team have been here almost as long as I have, others longer. We have been in the trenches together and have accomplished so much. They are an amazing group of talented and dedicated professionals. I have also had the opportunity work with some amazing external partners from consultancies and service providers. I have established great relationships that come in handy as this community is always willing to jump in and help or offer advice. I can’t stress enough to new people coming into HR how important it is to establish your network of trusted advisors. You will need them often!
As for the work, as I mentioned earlier, there is no shortage of problems to be solved. I enjoy working with my team to get to root cause and then design and deploy solutions. Those solutions can take many forms, process redesign, new systems, new service providers, etc., and it’s fun being able to design a solution that involves one or all of the tools in your toolchest. Most importantly, it’s so rewarding to see a problem get solved and remove friction from our business processes.
Can you share your thoughts on the future of HR and the skills that will be most in demand?
Beyond the obvious things like skilling up for AI, which has been dominating the conversation of late, I think HR is still looked upon to be the steadying voice in a lot of rooms. Regardless of new technology, we have to continue to lead
Nothing you accomplish will be accomplished alone—establishing a network of trusted advisors is essential to navigating the many challenges in HR and beyond
with empathy and always have our employees in the forefront of our discussions when making decisions. Given that, I think it is important for all HR professionals to be able to look at data, both quantitative and qualitative, and put it in the framework of “what, so what, and now what”. We have to be able to articulate what the data is, why it matters, and what we should do about it. Too often we get caught up in over articulating the problem without offering data-backed solutions, or, we get caught up in putting employees first without being able to articulate WHY that is important. Having data allows you to have a different conversation so long as you frame it in the language of the person/group you are working with, which is an important caveat! One of my favourite consultants I’ve ever worked with would always ask me as we prepared for any meeting, “Kevin, what do you want to get out of this meeting?" It’s such a simple, but powerful question/ reminder that your approach and what you need to bring can be so vastly different depending on your audience and the outcome you need of a meeting or interaction.
As for the future of HR, I certainly don’t have a crystal ball, but I think it will be even more critical, given the advancements of technology, especially, AI, to continue being an advocate for our employees. We are going to see many companies moving quickly into this space with Gen AI or Agentic AI without always thinking through the human impact. I think it will be even more critical for HR to be embedded in these decisions. That said, for years, HR has complained about being bogged down by administrative tasks.
Agentic AI is a generational opportunity to shift HR from administrative tasks to more strategic, value-added work—if we're ready to capitalize on it
Agentic AI is also our chance to be on the forefront in terms of use cases for Agentic AI to free us up from administrative to more value-added work. The question is, will we be ready to take capitalize on this generational opportunity? In order to be ready, I think HR
teams need to examine their data – people data, payroll data, policies, handbooks, etc.. I was recently with someone who said, “data is oxygen” as it relates to AI. You cannot stack AI or new technology on top of unreliable, outdated, and scattered data. These new technologies will
expose all of the holes in your data layer – get started now!
You are a Board Member of the Purple Monkey Project. What inspired you to become a part of this organization and tell us about its mission and vision?
Over the years, and to the credit of many mentors, I have learned the importance of servant leadership - being of service to others and to causes bigger than yourself. The Purple Monkey Project was founded after the tragic passing of 10-year-old Reagan Vanoss in May of 2021. Reagan was a “Rey” of sunshine who truly lit up every room and left a lasting impression on everyone she met. Her favourite stuffed animal was a purple monkey, thus the name Purple Monkey Project. Her family and mine have been friends for many years and I was so happy to see them want to start a non-profit to help keep her name and memory alive. Our mission is, “To support local youth by providing financial aid for extra-curricular activities, funding scholarships in Reagan’s name, and partnering with other youth-centered non-profits to be a force for joy in the lives of children in Southwest Ohio and beyond, for decades to come.” We provide scholarships, assistance with extracurricular fees so all kids have the opportunity to participate in the arts or athletics, and we also provide Reagan Vanoss Spirit Awards, which are awarded to kids of high character. I have been on the Board since April 2022, and we have grown each year allowing us to impact more communities and families. We are an all-volunteer board so the vast majority of all funds we raise go back into the communities we serve. You can learn more about us at www.purplemonkeyproject.org.
What has been your most careerdefining moment that you are proud of?
Admittedly, I am horrible at taking time to “celebrate” anything. I usually treat everything as just checking something off my list and move on to the next thing. Looking back, I have had many accomplishments I am proud of from graduating college while working full-time and raising a family to all the promotions and accolades I have received at work and in the industry. That said, my two biggest accomplishments are from my service outside of work. Last year, I was selected by the Superintendent of our schools to receive a “Golden Apple” award for my years of service to the school and students. These typically go to teachers and full-time staff of the school district so it meant a ton to receive this recognition. My second goes back a few years prior. One of my student athletes who played basketball for me for many years graduated in the top 15 of her class academically. That honour is given to each of the Top 15 students at a dinner hosted by the school and they are asked to write an essay about one person who has had the biggest impact on their lives. She selected me and talked about how I was able to impact her life and help her self-confidence grow. These honestly mean more to me than anything I’ve accomplished in my professional life and have gone on to shape how I see my purpose to serve others.
What is your favorite quote?
“Next play.” Such a simple, but powerful quote I have used so many times in talking to my student athletes, my team at work, and even myself. It is a simple reminder that you can’t change the past, you can only learn from it and
move on, hopefully, not repeating the same mistakes you may have made. Similarly, your past success is no guarantee of future success. The past is the past and all you can control is what you do next.
What are your passions outside of work?
As I mentioned earlier, I am a huge proponent of servant leadership. I coached basketball at our local school for 12 years before “retiring” after the 2023-2024 season, was a “Tech Dad” for 7 years for our school’s show choir (my daughter was a member for 6 of those years before graduating in 2024), serve on the Fatherhood Committee of Talbert House, and am on the Board of the Purple Monkey Project. These things have kept me very busy over the years. With basketball coaching and show choir coming to an end, I am in the process of getting on the ballot to run for a seat on the School Board. Schools are an integral part of any community, and I want to see our schools as a reason people and businesses want to come and stay in our community. I continue to look for other opportunities to serve as well. Outside of that, I really enjoy playing golf and am a huge bourbon/whisky enthusiast. I try to play golf as much as I can and do distillery tours/visits a few times each year with my brother and friends. Finally, I am a huge “foodie” and love trying new things and new restaurants with my wife, Sandra.
Where do you see yourself in the next 5 years?
That is a great question and I’m not sure I have a great answer. I can tell you this, wherever life takes me in the next 5 years,
I hope I am still using the gifts I have been given to their highest and best use and, most importantly, I hope that I am still being of service to my community and those around me. There is so much need in our communities and there is nothing more valuable than your time. I always want to make sure I am using a portion of my time to positively impact others and my community.
What advice would you give to HR professionals looking to develop their skills in business transformation and outsourcing?
There is so much I could say here, but the number one thing I would offer would be to get involved! Raise your hand and ask to work on projects that will get you this exposure. Even if you think you don’t have anything to offer, there is no substitute for experience. You will learn so much from the people you work with, internally and externally. Use those opportunities to grow your network and reach out to your network often. I went through the process years ago to obtain my Certified Outsourcing Professional certification, and it was a great experience, but not nearly the learning opportunity of having gone through the process of vendor selection, contracting, implementation, and governance multiple times. One additional thing on business transformation, and this is going to sound silly, but far too many have missed this step, and their project did not achieve what it was set out to achieve. Have a solid understanding of what the desired end state looks like AND establish a clear set of guiding principles that will guide decision
You cannot stack AI or new technology on top of unreliable, outdated, and scattered data—these innovations will expose every hole in your data layer
making throughout the process to achieve that desired end state. Get agreement on those guiding principles from the highest levels so you don’t have to send every decision up the chain, which will inevitably delay your project. Finally, and I can’t stress this enough to those who will be using outsourcing as part of their strategies – words matter! You need to be intimately familiar with your contracts and contract language. You cannot take it for
granted that you were in the discussions and there was a verbal understanding. If it isn’t spelled out in the contract with a level of specificity that someone not familiar with the deal could pick up and understand, you are going to have problems down the line. This is another thing that goes back to establishing a strong network of professionals (attorneys, consultants, etc.) that can help you through these complex processes.
Humanizing Data for Better Decision-Making
Christine Brandt Jones is currently Senior Partner, Global Insights and Analytics at Prophet, a growth consultancy. Prior to her 10 years at Prophet she worked at, CMB, a full-service market research provider, American Express, where she led the Global Marketplace Insights team during the last six years of her 17 year tenure, and she had her own LLC, cbj market insights, for six years. She is a seasoned leader in market insights and strategy, who brings a passion for human-centric thinking and a proven track record of aligning business objectives with real human needs. With deep expertise in market research, team leadership, and innovation, she is committed to helping organizations grow through empathy, rigor, and purposeful action.
Recently, in an exclusive interview with CXO Magazine, Christine shared insights on bridging the gap between customer needs and business objectives, emphasizing the transformative power of brands that truly understand and connect with their customers. She also revealed the secret mantra behind her success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Christine Brandt Jones
Senior Partner, Prophet
What drives your passion for bridging the gap between customer needs and business objectives?
My passion is rooted in witnessing the transformative power of brands that truly understand and connect with their customers. When businesses get it right—when they
seamlessly integrate into people’s lives—they don’t just sell products; they earn loyalty and advocacy. That kind of connection is powerful.
I’m deeply fascinated by Human Centricity and how adopting this perspective leads to smarter strategic decisions and stronger outcomes. When insights are used not just to inform but to deeply
When insights are used not just to inform but to deeply understand people, they become a catalyst for innovation and growth
understand people, they become a catalyst for innovation and growth.
What drives me is the opportunity to serve as a human advocate—translating the voice of the customer into the language of business. I love uncovering the “why” behind behavior and using that understanding to shape strategies that are not only profitable but also meaningful. It’s incredibly rewarding to see how aligning business goals with real human needs leads to smarter investments, stronger brand loyalty, and more resilient organizations.
Ultimately, it’s about creating value on both sides—delivering solutions that matter to people and helping businesses move forward with clarity and confidence.
What do you love the most about your current role?
What I love most is the ability to influence strategic decisions through a human-centric lens. Every day, I operate at the intersection of data, empathy, and action—uncovering breakthrough insights and translating them into strategies that drive real business impact.
I also thrive on the collaborative nature of this work. Partnering with cross-functional teams— from product development to marketing to executive leadership—gives me a front-row seat to how insights shape outcomes from concept to market. It’s incredibly fulfilling to know that our work not only informs decisions but also helps create more meaningful experiences for people.
Beyond the work itself, I’m passionate about leading a high-performing team and mentoring emerging talent. Fostering a culture of curiosity, collaboration, and continuous learning is essential to generating the kinds of insights that fuel growth. Watching others grow—both
individually and as a team—is one of the most rewarding aspects of leadership.
What emerging trends or technologies do you think will have the most significant impact on market research and customer insights?
At the heart of market research is our connection to people. Over the past few decades, our methods of connecting have evolved—often moving further from direct human interaction. As we enter a new era shaped by AI and behavioral science, we must be mindful of how far we drift from the source: the lived human experience.
AI and behavioral science offer incredible speed and scale, but we must balance that with a commitment to human-centricity. What was once a competitive advantage—access to information—is now widely available. The real differentiator lies in how we combine traditional techniques, like one-on-one interviews, with tech-driven tools to uncover deeper truths.
Generative AI and large language models are revolutionizing how we analyze unstructured data—from interviews to open-ended surveys to social media. These tools help us understand not just what people do, but why they do it— by combining self-reported experiences with behavioral observations.
Predictive analytics and machine learning are also enhancing our ability to forecast trends and gain a better understanding of causality. By integrating structured and unstructured data, we’re gaining a more holistic view of customer behavior and motivations.
Looking ahead, the integration of passively collected data—from wearables, mobile apps, and IoT devices—will offer real-time, contextual insights that enrich our understanding of the customer journey.
Ultimately, the future of insights lies in humanizing data—using technology not just to automate, but to empathize, contextualize, and inspire smarter decisions.
Generative AI and large language models are revolutionizing how we analyze unstructured data—from interviews to open-ended surveys to social media
How do you stay current with the latest trends and methodologies in market research and customer insights?
I stay current by remaining curious, openminded, and actively engaged with the broader professional community. I regularly connect with prospective partners, attend webinars, listen to podcasts, and follow thought leaders to stay ahead of emerging trends. Platforms like LinkedIn and professional networks are invaluable for exchanging ideas and learning from peers across industries.
Equally important is staying close to the work itself. I make it a point to test new tools, pilot innovative approaches, and learn from real-world application. There’s no substitute for hands-on experience when it comes to evaluating what truly works.
Ultimately, I believe that continuous learning, experimentation, and collaboration are the keys to staying relevant and impactful in a fast-evolving field.
Congratulations on being recognized as one of The Consulting Report's Top 25 Women Leaders in Consulting for 2025. Our readers would love to know the secret mantra behind your success.
Thank you—I'm truly honored by the recognition. While I don’t have a single mantra, my philosophy can be summed up as: Lead with authenticity and integrity, listen deeply, act with intention, and create space for others to grow.
Throughout my career, I’ve learned that success isn’t about having all the answers— it’s about asking the right questions, staying curious, and surrounding yourself with people who challenge and inspire you. Empathy has
been a guiding force—not just in generating insights, but in building strong teams and lasting partnerships.
Resilience and adaptability have also been essential. Consulting is fast-paced and constantly evolving, and the ability to stay grounded and move forward—especially during times of transformation—has made all the difference.
I’ve been fortunate to have incredible mentors and colleagues who’ve shaped my journey. And yes, even the occasional underminer has taught me valuable lessons. I’ve come to appreciate that growth comes from observation, collaboration and adversity, and I try to pay those lessons forward—through coaching, mentoring, and sharing whatever I’ve learned with the next generation of leaders.
If my journey can help others find their own path to success, that makes the recognition even more meaningful.
Looking back, which women in your life have had the most influence on your career?
I’ve been incredibly fortunate to be surrounded by strong, smart, and inspiring women throughout my life—each of whom has shaped who I am and how I lead.
At the heart of it are the women in my family. My mother taught me perseverance, humility, responsibility, and the value of hard work. She and my father modelled a partnership built on mutual respect and collaboration. My grandmother and greatgrandmother, who lived through incredibly challenging times, showed me the strength of resilience and the power of grace and dignity under pressure. They taught me that while
we can’t always control what life throws at us, we can control how we respond.
Professionally, I’ve had the privilege of working with women leaders who demonstrated what it means to lead with both confidence and authenticity. They taught me how to own my voice, carry myself with presence, and lead with purpose—especially in rooms where I might be in the minority.
I’m also deeply inspired by the next generation of women entering the workforce. Their boldness, creativity, and refusal to accept outdated norms push all of us to grow. It’s a powerful reminder that influence isn’t always top-down—and that evolution is essential to progress.
What does the term "authentic leadership" mean to you?
To me, authentic leadership means leading with self-awareness, clarity of purpose, and the courage to have open, honest conversations. It’s about understanding the moment, staying grounded in your values, and guiding others with intention.
Authenticity also requires vulnerability— the willingness to admit when you don’t have all the answers, while still providing direction and reducing ambiguity for others. It’s about listening first, responding with empathy, and communicating with respect. That means saying what’s right, not just what’s easy. Over time, this kind of transparency builds trust—and trust is the foundation of any high-performing team.
It also means aligning your actions with your values, even when it’s uncomfortable. I’ve found that people are far more inspired by consistency and conviction than by charm and soft pedaling. When your team knows
what you stand for, they’re more likely to stand with you—especially during times of uncertainty.
Ultimately, authentic leadership isn’t about being perfect—it’s about being real, being human, and leading in a way that inspires others to do the same.
What is your secret behind striking a work-life balance?
I think of it less as achieving a perfect “balance” and more as managing a dynamic. Life and work don’t always demand equal attention at the same time—some days, or even weeks, require more focus on one than the other. The key is being intentional with your time and energy, and giving yourself permission to adjust as needed.
One of my biggest “secrets” is setting clear boundaries and protecting time for what matters most—whether that’s work, family, wellness, or simply space to think. I prioritize quality over quantity. I’d rather have one hour of fully present time with loved ones than three hours of distracted multitasking.
It’s also taken me time to embrace the idea that rest isn’t a reward—it’s a requirement. Taking time to disconnect, reflect, and recharge makes me a better leader, colleague, and person.
When you get the dynamic right, it’s energizing. It fuels both personal and professional growth.
Where do you see yourself 5 years from now?
I tend to think in terms of the next decade rather than just five years. At this stage in my career, I’m focused on leveraging the skills, experiences, and lessons I’ve accumulated to create impact—for clients, colleagues, and the next generation of leaders.
I remain passionate about building insight-driven organizations where human understanding is embedded into every decision. I’d love to be in a role where I’m helping scale that mindset across global teams, mentoring emerging leaders, and driving initiatives that blend data, empathy, and creativity.
I also see myself contributing more broadly to the industry—through speaking, writing, or serving in advisory or board roles—sharing what I’ve learned and continuing to learn from others. The landscape is evolving rapidly, and I want to stay at the forefront, helping organizations not just adapt, but lead with purpose.
Above all, I hope to be doing work that challenges me, inspires others, and makes a meaningful difference.
Lead with authenticity and integrity, listen deeply, act with intention, and create space for others to grow
Rest isn’t a reward—it’s a requirement, and taking time to disconnect, reflect, and recharge makes me a better leader, colleague, and person
What advice would you give to professionals looking to transition into a career in market research and customer insights?
Start with a deep curiosity about people—what they do, why they do it, and how that behavior connects to business outcomes. Market research is as much about empathy and storytelling as it is about data and analysis. Always keep your eye on the “why”—that’s where the most powerful insights live.
Build a strong foundation in both quantitative and qualitative methods. It’s essential to know how to interpret data, but equally important to ask the right questions, conduct meaningful interviews, and synthesize insights into compelling narratives.
Reach beyond traditional research and explore disciplines like anthropology and sociology. Understanding human motivation and behavior through those lenses can enrich your perspective and lead to more meaningful insights.
Don’t underestimate the importance of business acumen. The most impactful insights professionals are those who can connect customer understanding to strategic decisionmaking. Learn how businesses operate, what drives growth and profitability, and how to communicate insights in a way that drives action.
And finally, stay curious. The field is evolving rapidly with new tools, technologies, and methodologies. Be open to learning, stay adaptable, and surround yourself with people who challenge your thinking.
It’s a field where you can make a real difference—helping organizations not just understand their customers, but truly serve them better.
