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Sarath Shyam
Inside the Age of Intelligent Transformation
Not long ago, “data” was something most of us associated with spreadsheets and storage. Now?
It’s the lifeblood of every decision we make, from what ad you see online to how hospitals predict patient outcomes. It’s almost like data knows us better than we know ourselves. Let’s be honest, when was the last time you made a decision without checking your phone first?
We’re living in a world where data and AI are no longer just tools but teammates. They’re helping businesses become faster, smarter, and more human-centered. Whether it’s streamlining supply chains or personalizing your Netflix feed (yes, that too), the fusion of data and artificial intelligence is changing everything.
But this transformation doesn’t come without growing pains. With every AI breakthrough comes a question: Can we trust the technology? Are we using it ethically? What about privacy, fairness, and transparency? These aren’t just technical challenges; they’re deeply human ones. As AI becomes more capable, the need for responsible leadership becomes even more urgent. That’s why this issue of Digital First Magazine couldn’t be more timely.
We’re thrilled to feature Shruti Harish on our cover, a powerhouse in Data and AI and a leader at Microsoft with over 25 years of experience. Shruti opens up about her career journey, her vision for the future of AI, and why the best tech transformations start with people. Her insights are grounded, relatable, and filled with wisdom for anyone navigating the data-driven age.
Beyond the cover, you’ll find a curated collection of stories that dive into the heart of AI adoption, from data governance and ethical frameworks to the bold thinkers democratizing AI for everyone. Each piece is a glimpse into the real-world challenge and incredible opportunities that lie ahead.
At Digital First Magazine, we’re here to spotlight the trailblazers and amplify the conversations that matter. We believe tech is at its best when it serves people and that the future is brightest when it’s built with both intelligence and integrity.
Enjoy Reading.
Sarath Shyam
SHRUTI HARISH
HEAD OF DATA & AI WEST AND MIDWEST REGION CUSTOMER SUCCESS UNIT, MICROSOFT
FOSTERING A CULTURE OF HIGH PERFORMANCE AND WELLBEING
Sharon White, Director and Founder at Educating Horizons Joining the Dots
Anil Cheriyan, Board Member, Former CTO / CIO Transforming Technology and Business
Marloes Pomp, Vice President European AI Forum, EAIF - European AI Forum
Riding the AI Wave? Let’s not Forget Digital Transformation!
Jasmeet Bhatia, VP, Decision Science Team Lead, Truist
LEADER’S INSIGHTS
Transforming Organizations through Technology & Innovation
Teroy A Spencer, IT Director, A.C. Entertainment Technologies
Revolutionizing Financial Services through Innovation
Aman Sardana, Expert Application Architect, Payments Architecture and Technology Strategy, Discover Financial Services
Leveraging Technology to Drive Human Progress
Nam Guan NG, Senior Director Cloud Native Architecture | AI Innovation Hub, Asia Pacific Japan China, Dell Technologies
HEAD OF DATA & AI WEST AND MIDWEST REGION CUSTOMER SUCCESS UNIT, MICROSOFT
FOSTERING A CULTURE OF HIGH PERFORMANCE AND WELLBEING
Shruti Harish is a Microsoft Data and AI executive with 25 years of experience working with customers across various industries, driving their businesses' transformation with Data and AI. Having worked in global organizations such as Microsoft, Private Equity Firm and United Airlines, Shruti brings a unique perspective on how to deliver on today’s business goals and drive tomorrow’s innovation through technology. With a master’s degree in computer science, she is passionate about leveraging technology to improve people's lives and help them achieve their highest potential. In her current role, she leads a Data and AI Cloud Solution Architecture organization at Microsoft and is dedicated to creating and sustaining a culture of high performance and wellbeing.
Recently, in an exclusive interview with Digital First Magazine, Shruti shared insights on the role of cloud technology in driving digital transformation and the evolution of Azure Data & AI Services in the future, personal hobbies and interests, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
CLOUD TECHNOLOGY IS TRULY THE FIRST FRONTIER WE CROSSED TO GET AWAY FROM THE FIXED TO THE DYNAMIC, FROM SLOW TO SUPERFAST AND FROM LAGGING TO STAYING AHEAD OF INNOVATION
Hi Shruti. What drives your passion for driving innovative digital transformation strategies?
Innovation, to me, is not just a professional necessity, it’s a deep personal belief. I resonate strongly with Abraham Lincoln’s words, “The best way to predict the future is to create it.” This philosophy inspires me to embrace continuous improvement, whether in my own growth or in driving the evolution of organizations I work with. The dynamic nature of technology and business excites me, and I view staying ahead of these changes as both an opportunity and a challenge that fuels my passion. It’s about ensuring not just survival, but success—making sure your team and business thrive amidst competition. Reflecting on ups and downs in the business world reminds me of the importance of innovation and adaptability; it’s a lesson I carry with me every day, striving to create a forwardlooking vision that makes a lasting impact.
What do you love the most about your current role?
My current role happens to be my dream job. Leading business transformation with technology to improve the lives of our Customers and their Customers is a dream come true. Being able to do this at Microsoft, with the most unbelievable talent and teamwork, makes it even more rewarding.
What role do you think cloud technology plays in driving digital transformation, and how do you see Azure Data & AI Services evolving in the future?
Cloud technology is truly the first frontier we crossed to get away from the fixed to the
dynamic, from slow to super-fast and from lagging to staying ahead of innovation in how we build and deploy technological solutions.
Without cloud computing, I do not think we would have been able to unlock what we have been able to unlock with AI. I believe Data and AI are the cornerstone of our future, not only in its role in the evolution of business and technology but more importantly in the evolution of human beings in the way we live, work and play.
It is my belief that AI is going to redefine our lives and create new pathways for human evolution, healthcare, human creativity and human resilience in times of unprecedented growth and change.
What do you believe are the most important qualities or characteristics for a leader to possess in order to drive business growth and customer value?
The most important qualities I believe a leader needs to drive business growth and customer value is an understanding that these two are tightly coupled and inter-dependent. As a leader you must understand how your customer defines Business value and ensure that your team comprehends this clearly. Communicating the business value, communicating your vision for your team and organization is a crucial step in aligning your team towards the goal of delivering outcomes that matter most to your customers, thereby fostering sustainable growth and driving customer loyalty. As a leader, it is essential to frequently inquire of yourself and your team, “Do we understand what is truly important for our customer?” It is crucial to
iteratively revisit this question, as while your team may be focused on execution, you must, as their leader, uncover the significance behind the 'what' and the 'why' of the team's deliverables, and effectively align the vision with their work.
How do you stay current with the latest developments in data and AI, and what sources do you rely on for information?
I keep myself informed about the latest Data and AI developments by engaging with my team, our customers, and industry professionals. I attend keynotes and executive sessions within the industry to create bi-directional learning feedback loops between the team's work and the industry's requirements, ensuring that we consistently anticipate and meet the needs of our customers and the industry. I stay updated on technology trends through podcasts, LinkedIn Learning, Microsoft blogs, Microsoft Learn, YouTube, and books on leadership and highperformance teams. I set aside weekly learning goals and a daily dedicated learning time slot on my calendar.
Can you describe your experience mentoring and developing talent, and what approaches you use?
Throughout my career, I've had the chance to mentor several teams and leaders. I love working with a diverse group of mentees because I always learn something new from them. It's important to me to give back to the community by sharing my experiences in an authentic way, as I believe it can really resonate with people. I'm proactive about offering my time, allowing others to pick the kind of mentoring they need, whenever they need it.
THE MOST IMPORTANT QUALITIES I BELIEVE A LEADER NEEDS TO DRIVE BUSINESS GROWTH AND CUSTOMER VALUE IS AN UNDERSTANDING THAT THESE TWO ARE TIGHTLY COUPLED AND INTER-DEPENDENT
What are some of your passions outside of work? What do you like to do in your time off?
Art is my passion! I've been immersed in an Indian folk-art form for the last ten years, which constantly fuels my creativity. I'm also on the board of a nonprofit STEAM training academy serving the underprivileged and mentoring kids through Chapter One. Plus, I love taking my dog on daily walks and starting my mornings with yoga and meditation to reenergize myself for the day ahead. My goal is to become a certified meditation teacher in the future and make it more common in the workplace.
What is your favorite quote?
Every day, I look at this quote from Nelson Mandela on my Team's status: "The greatest glory in living lies not in never failing, but in rising every time we fall." It inspires me deeply and reminds me of the resilience needed in our daily challenges. This quote helps me push through tough times and encourages me to keep striving for improvement.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
I would be interested in more impactful roles in future, one that drives even larger scale transformation by leading impactful teams and creating a culture of wellbeing, exceptional high performance and growth.
What advice would you give to leaders looking to drive digital transformation and innovation in their organizations? My recommendation for leaders is to cultivate a growth-oriented mindset by consistently seeking opportunities for learning and improvement and embracing the inevitability of change. Leaders should also prioritize business agility, recognizing that technology, businesses, the economy, personal lives, and work dynamics are continuously evolving. Since I am in the Data and AI space, I also believe that it is essential to focus on developing sustainable, responsible, and ethical solutions that positively impact society and humanity with Data and AI technologies.
Transforming Technology and Business
Anil Cheriyan, Board Member, Former CTO / CIO
Hi Anil. Can you walk us through your background and what you’re most passionate about in your work?
I have a fairly global background - born in India, growing up in Italy, attending college in London and having worked primarily in the US. I spent 30 years in consulting and became a partner at Coopers & Lybrand, which became PwC Consulting that was sold to IBM. One of my clients, a large US bank called SunTrust (now Truist), hired me as their CIO.
After retiring from the bank, I took on a US Presidential Appointment to run Technology
Transformation Services for the federal government. My last full-time role was CTO of Cognizant – a global systems integration firm, running their Strategy & Technology.
I currently serve on several boards, personally invest in late-stage growth firms, speak at industry conferences, and provide advisory consulting services to PE firms and CIOs.
I am passionate about this exciting time that we find ourselves in which technology is going to rapidly transform the make-up of enterprises and our everyday lives. In my line of work, I am getting to witness this massive transformation
I am passionate about this exciting time in which technology is rapidly transforming enterprises and everyday life, and I’m witnessing it firsthand
Anil Cheriyan founded Phase IV Ventures, where he works closely with PE/ VC firms in providing Board oversight, advisory services and investments. In addition, he advises several clients and is a sought-after speaker on technology matters. Anil’s previous positions include CTO at CognizantTechnology Solutions, CIO at Truist (formerly SunTrust), senior partner at IBM Consulting, and partner at PwC. He also served as White House Presidential Appointee for Technology Transformation of the US federal government. Anil earned his Master of Science and Master of Philosophy Degrees in Management Science and Bachelor of Science in Electronic and Electrical Engineering from Imperial College in London, UK. Recently,inanexclusiveinterviewwithDigital First Magazine, Anil shared his professional trajectory, significant career milestone, personal sources of inspiration, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
firsthand and am playing an active role in helping define and execute some of this change. It’s fun being in the “arena”.
What role do you believe information technology will play in shaping the future of business and society, and how are you working to drive innovation and transformation in this area?
In the post World War II era, information technology began to be used in several aspects of our lives – accounting, payroll, public service, banking, healthcare, warfare, etc. We talked about the dawn of the Information Age. And through all the major technology cycles –personal computers, mobile phones, internet, social media – we saw massive application of technology as we digitally transformed our business and consumer interactions.
Now, we find ourselves at the early stages of a new S-curve in technology. The convergence of several technologies, that led to the emergence of Generative Artificial Intelligence, will dramatically change all aspects of business and society. As we train computers to recognize, process, act and learn from multiple information modes – video, text, unstructured data, audio, music – we will change the ways in which we interact with each other and AI agents. This will reshape individual companies and whole industry ecosystems as we strive to drive value across workflows.
Lastly, when this new technology gets further integrated into the physical world – think robotics, self-driving cars, robotaxis, humanoid agents – we will see more radical change into all aspects of our lives. It is not unthinkable to see each of us having a personalized, supercomputer,
humanoid assistant that naturally replaces our multiple devices.
I enjoy working in the dawn of this tremendous new world. However, I am also concerned about the several risks associated with this new world – as it relates to privacy, security, ethics – and most importantly, how do we as humans survive and evolve while increasing our dependence on these super intelligent agents. To that end, I have joined the board of an AI start up that seeks to build Responsible AI governance frameworks.
How do you stay current with the latest developments and trends in technology, and what resources or networks do you rely on for information and insights?
As you can imagine, this is something very important to me as a person who has spent most of his career in technology. The rate and pace of technology change and its impact on the world can, at times, feel overwhelming. There are two approaches to staying current –passive and active.
Passively staying current is primarily through reading trade publications, belonging to industry networks or attending conferences. There are several good sources of information and over time your cull through these and build a set of your go-to publications or networks.
Active learning in staying current is primarily through the work that I do on boards, advisory services, and speaking or writing engagements. There is no better way of learning about the latest developments than dealing with real issues that companies face and putting yourself in a position where you have center stage in advising, writing or speaking about the issues. This forces you
to understand what’s really going on with the practical realities of technology change.
We find ourselves at the early stages of a new S-curve in technology that will dramatically change all aspects of business and society
What has been your most career-defining moment that you are proud of?
As you can see, my career has spanned several different domain areas – professional services, financial services, federal government, global systems integration, and now boards and private equity. In each of those areas, I attained a senior management role in globally recognized, industry leading firms or institutions. So, I am proud of my accomplishments in each of those career stages.
Perhaps the most career-defining moment was being admitted as an equity partner in
There is no better way of learning than putting yourself center stage in advising, writing or speaking about the practical realities of technology change
Coopers & Lybrand’s (predecessor firm to PwC) management consulting practice at the young age of 36. It was a recognition of my contributions that culminated in a yearlong, challenging selection process, resulting in my acceptance into firm leadership. It felt good and opened several doors into business and social communities.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
This was probably the toughest question –especially about people who are currently alive. There are so many historic and famous people who are no longer alive that I would love to understand more. In the world of the living and in technology, I would pick Satya Nadella. He has changed the culture of a firm that seemed about to fail and turned it into one of the most successful and valuable entities in the world. He has written his own autobiography that touches on how he did this. I would love to spend time to understand that better, and to explore where he would like to take the firm, and himself, next.
Who has been a personal role model or mentor to you throughout your career?
While I haven’t had a single role model or mentor throughout my career, I have had several different role models and mentors during different phases of my career. During my consulting career, I looked up to some of the senior partners in the firm and some of the senior executives at my clients. One senior client executive role model stood out in the way he took on the Chief Information Officer role of a traditional Fortune 500 company and drove transformative change across the entire company. He thought big, focused on
execution, and wasn’t afraid to course correct when needed. He brought on a small group of senior advisors from outside the company to act as his personal board. It was awe-inspiring to watch him in action.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I believe that a healthy body engenders a heathy mind and therefore natural resilience. Over the last several years, I have made it a point to work out every morning, eat healthy and ensure that I get 7 – 8 hours of sleep. This disciplined routine becomes naturally replicated in all things related to work, dealing with relationships, and managing stress. Furthermore, I find that I can deal with stressful situations if I do these three things – prepare, prepare, prepare!
With regards to motivating teams, I have learned the hard way. Initially I was not very good at it. Early in my career, I was focused on high achieving, high performing teams – and had no patience for team members who “didn’t get it”. Over time, I have learned to spend effort in bringing people along and working together as a team. I would say the biggest character traits that I had to develop over these years are empathy and vulnerability. Being empathetic and demonstrating personal vulnerability has helped me in building trusting and motivated followership. I am very proud of the fact that several of the leaders who worked for me are now CIOs or leaders in their own areas.
What is your favorite quote?
I am not usually one to follow famous quotes or remember them. I love listening to famous speeches – especially of people in their
Being empathetic and demonstrating personal vulnerability has helped me build trusting and motivated followership throughout my leadership journey
defining moments. But here is a quote that captured my imagination.
“Try not to become a man of success, but a man of value” Albert Einstein.
I think we all strive for success when we are younger. It tends to define us – what job to you have, how wealthy are you, where do you live, etc. But as you get older, and hopefully wiser, you wonder to yourself what value have you really provided – to your family, your friends and acquaintances, your community, your profession. That’s what really should define who you are, as a person.
Where do you see yourself in the next 5 years?
Having recently left the world of the fulltime employed and now working on a portfolio of various engagements – boards, advisory services, investments and speaking engagements – I feel I have now developed the flexibility to pursue activities that are interesting and intellectually rewarding.
I can tweak this every year by adding or subtracting engagements as needed. More recently I joined two interesting boards. One is the Harvard & Smithsonian Astrophysical Observatories – where we try to answer the big questions – like where did the universe come from, and is there life on another planet? And the other is Synergist Technologies – an AI startup – that focuses on how best to ensure that the AI being deployed is governed well.
This is the most exciting time to be in the technology world and I would want to remain in the “arena” in 5 years.
What legacy do you hope to leave in the field of technology, and how do you envision your work impacting the future of business and society?
It seems very grandiose to think about my work affecting the future of business and society. Also, the use of the word “legacy” is usually attributed to someone who is reaching the end of one’s career. Far from it, I don’t see myself staying away from the “arena” any time soon.
Hopefully, my legacy will be one of someone who played in the forefront of this exciting technology change, provided great perspectives and advice, and helped mentor and grow other leaders in this space.
Bridging the Gap Between Technology & Governance
Marloes Pomp, Vice President European AI Forum, EAIF - European AI Forum
Hi Marloes. What inspired you to focus on new technologies in the public domain, and how do you see these technologies transforming the way governments operate and deliver services?
There are almost no public services where technology does not play a role. And in these times when digital autonomy plays an important role, I only become more motivated to build solutions for this together.
How do you stay ahead of emerging AI trends and innovations?
By simply being involved in many projects and gathering the right people around me. No one
person can keep up with all developments alone. So you need to know who has what expertise.
What legacy do you hope to leave in the field of public sector innovation and technology, and how do you envision your work impacting the lives of citizens and the effectiveness of government?
In the near future I especially want to work on a sense of urgency. The world has many geopolitical and economic problems. There is increasing polarization. We in the Netherlands should not think that this does not affect us. So more action.
There are almost no public services where technology does not play a role, and digital autonomy makes me more motivated to build solutions together
Marloes her professional interests focus on new technologies in the public domain. Marloes has set up many Blockchain, AI and Immersive tech projects. In addition, she has been training management teams within the Dutch Government on new technologies for 10 years. Marloes di work as an advisor at the Netherlands AI Coalition and the Dutch Blockchain Coalition. Both coalitions are a jointly developed partnership by government, industry and knowledge institutions. Marloes is also the Vice President of the European AI Forum, a platform where entrepreneurs and policymakers get together to jointly determine the path forward for European AI innovation. In addition,sheservesasanadvisorymemberand investor in several startups and foundations. And she leads the GovTechNL team.
Recently, in an exclusive interview with Digital First Magazine, Marloes shared her professional trajectory, insights on diversity and inclusion, significant career milestone, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
In addition to diversity and inclusion, different leadership is also needed for today’s problems, and more people are realizing this shift is necessary
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
In addition to diversity and inclusion, different leadership is also needed. More and more people are starting to realize that different ways of working and leadership are needed for today’s problems. And diversity and inclusion forms the basis for this.
What has been your most careerdefining moment that you are proud of?
Building a foundation with which we collected and housed 5,000 women and children at the beginning of the war. All by building a strong community. There you saw the power of civil society.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
No, I don’t care if someone is famous or not. I see something beautiful or interesting in many people. Usually the unexpected encounters are the best.
Is there a particular person you are grateful for who helped get you to where you are?
The most recent is Katja van Kranenburg. She helps me build something new in the field of AI. But I’ve had dozens of people in my career that I couldn’t have done without.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
By trying to always remain nice and personal. Ultimately, as humans we all have the same
Building a foundation that housed 5,000 women and children at the start of the war showed the powerful force of civil society
needs. So I’m not into formal structures and fuss.
Where do you see yourself in the next 5 years?
Becoming president of NL ;-) I want to be able to drive a major initiative in the field of technology and government. And ensure that technicians also feel comfortable within the government.
What advice would you give to startups and entrepreneurs looking to work with governments and public sector organizations to develop and deploy new technologies?
Call people like me. Unfortunately, you still need bridge builders at the moment.
Leveraging Technology to Drive Human Progress
Nam Guan NG, Senior Director Cloud Native Architecture | AI Innovation Hub, Asia Pacific Japan China, Dell Technologies
Hi Nam Guan. Can you walk us through your background and what you’re most passionate about in your work?
I was trained in Electrical and Computer Engineering and Management Science, and began my career in the Singapore public service, supported by government scholarships for both my undergraduate and graduate studies. A strong believer in the power of technology as an equalizer for individuals and businesses, I dedicated the early part of my career to advancing Singapore’s technology industry. This included shaping policies and conceptualizing nationwide initiatives like the Next Generation Broadband Network (Next Gen NBN).
Being part of a nation’s transformation—from driving computerization and digital connectivity to advancing digitalization and cultivating a vibrant, inclusive digital economy—has been immensely fulfilling. These experiences have allowed me to collaborate with public and private sectors on their transformational journeys. Transitioning through roles in management consultancy, mergers and acquisitions, and corporate strategy, I now focus on supporting clients and partners in shaping and implementing their AI and Cloud Native strategies.
Throughout my journey, one guiding principle has remained constant: leveraging technology to drive human progress.
Throughout my journey, one guiding principle has remained constant: leveraging technology to drive human progress
Nam Guan is the Senior Director of the APJC AI Innovation Hub and Cloud Native Architecture at Dell Technologies. He leads solution prototyping for Cloud Native MLOps, designs architectures for clients and partners, and drives talent development in emerging technologies. Nam Guan joined Dell through Pivotal, where he served as Senior Director of Strategy for South Asia. He actively contributes to Singapore’s tech ecosystem and is the Chair of the Smart Nation Chapter at SGTech, fostering public-private collaboration. Nam Guan holds a B.Sc. (First Class Honours) in Electrical Engineering from the University of Illinois and an M.Sc. from Stanford University. Recently, in an exclusive interview with Digital First Magazine, Nam Guan shared his professional trajectory, insights on authentic leadership, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What aspects of your current role bring you the most joy and fulfillment?
I find immense joy and fulfillment in several aspects of my role: driving client and partner success, making a meaningful impact in the regions where we operate, and leading a talented team that shares my values and vision.
At the APJC AI Innovation Hub, my team and I focus on solution prototyping for Cloud Native MLOps, designing solution architectures
for clients and channel partners to accelerate their time to market and optimize ROI.
Beyond supporting clients, I am proud of the community impact we create. For instance, in Singapore, our APJC headquarters, Dell collaborates with over 10 Institutes of Higher Learning to train 1,000 students annually in emerging technologies like Cloud Native MLOps. A flagship initiative of this partnership is Dell InnovateFest, a hackathon that empowers
Cloud-native architecture will become the default approach as modern workloads like AI and MLOps are inherently containerized and cloud-ready
Finally, I draw immense energy from my colleagues at Dell and the incredible team I lead. Their relentless focus on client and partner success inspires me every day, and it is profoundly rewarding to witness how our technologies advance businesses and create tangible, meaningful outcomes.
You are also a Chair, Smart Nation Chapter at SGTech. Can you please tell us about SGTech and your role in it?
SGTech is Singapore’s leading trade association representing and advocating for the technology industry. It plays a vital role in fostering innovation, collaboration, and growth across sectors to advance Singapore’s digital economy and Smart Nation aspirations.
I am honored to serve as Chair of the SGTech Smart Nation Chapter (SNC), working alongside exceptional industry leaders on the Executive Committee.
young technologists to develop innovative solutions driving human progress.
Last year, the second edition of Dell InnovateFest centered on leveraging technology to combat social isolation among seniors and persons with intellectual disabilities. The creative solutions presented by students not only demonstrated their technical expertise but also their social consciousness, preparing them to tackle future challenges.
Our chapter focuses on three core areas: Projects, Programs, and Policy Advocacy (PPP). Through these initiatives, we collaborate with members and public-private sector partners to cultivate a vibrant ecosystem of smart technology innovators and adopters. Together, we strive to develop impactful solutions that not only benefit Singapore but also foster collaboration with our counterparts in other geographies, driving global innovation and progress.
How do you see the role of cloudnative architecture evolving in the next 2-3 years?
Cloud-native applications represent the future of software development. By leveraging the cloud computing delivery model, they provide
enhanced agility, resilience, and portability across public, private, and edge cloud environments.
In the next 2-3 years, cloud-native architecture will become the “default” approach, especially as modern greenfield workloads, such as AI and MLOps, are inherently cloud-native and containerized by default. Additionally, many companies are progressing in their application modernization efforts to transform brownfield workloads, making them cloud-ready and more efficient.
With the widespread adoption of cloudnative architecture, developers will increasingly partner with businesses to focus on outcomes and use cases. This will accelerate innovation, drive growth, enhance customer experiences, and optimize productivity across industries.
How do you stay current with the latest developments and advancements in cloud-native architecture?
Stay current by reading extensively, engaging with industry content, and revisiting first principles. There is a wealth of literature— books, blogs, and articles—and I personally find that diagrams and reading are more effective for my learning style. My advice is to find the approach that works best for you.
In my role at Dell’s APJC Innovation Hub, I have the advantage of working with cutting-edge technologies, which helps me focus on innovations with the greatest impact. Additionally, revisiting foundational principles allows me to better understand and absorb new developments, much like a martial artist leveraging core skills to learn a new discipline.
Is there a particular person you are grateful for who helped get you to where you are?
I have been fortunate to have many role models and mentors throughout my life who have guided me in various aspects, shaping my decision-making process, and teaching me how to follow and how to lead. I am deeply grateful to all of them.
If I were to choose just one person, I would dedicate this to my wife. Her unwavering support for all my decisions and her role as my sounding board have been invaluable on my journey.
What does the term “authentic leadership” mean to you?
To me, authentic leadership means demonstrating care for outcomes and care for your team.
Care for your team: When I served in my national military service, the motto “care for soldiers” resonated deeply with me and continues to guide me to this day. As a leader, your success comes from the people who work with you, and it’s essential never to lose sight of that. If you genuinely care for your team members and relentlessly create a culture and environment that supports their success, they will, in turn, take care of you.
Care for outcomes: When thinking about outcomes, I am guided by the idea of a “North Star”—our internal moral compass. A solid strategy is one that stands the test of time. While it’s important to address shortterm priorities such as meeting deadlines, managing events, or launching products, a leader must ensure that the team remains focused on longer-term goals and outcomes. Like the North Star, these goals should provide direction and purpose, keeping the team aligned and motivated.
What are some of your passions outside of work? What do you like to do in your time off?
I enjoy the outdoors, particularly fishing, trekking, and traveling. If I had to choose one passion, it would be traveling to off-the-beatenpath destinations to immerse myself in local culture and history.
I also make it a priority to take my family on at least one trip each year. These trips don’t have to be far or long; what matters most is the opportunity to introduce my children to the beauty and diversity of various cultures, fostering curiosity and appreciation in their young minds.
If you genuinely care for your team members and create a culture that supports their success, they will take care of you
Which technology are you investing in now to prepare for the future?
Building on the foundation of Cloud Native Architecture, my clients, partners, and team have expanded into related areas such as Cloud Native MLOps. We will continue to enhance and build upon Cloud Native Architecture, exploring new opportunities in these interconnected areas. Stay tuned!
What is your biggest goal? Where do you see yourself in 5 years from now?
While it may sound repetitive, my biggest goal remains driving technology for human progress at scale. Technology is a powerful equalizer, and we’ve witnessed how its adoption
can shift paradigms, transform businesses, and reshape society.
In five years, I see myself continuing to work closely with clients and partners in their technology transformation journeys. Additionally, I hope to dedicate time to mentoring the next generation of leaders, helping them accelerate and amplify this cause.
What advice would you give to organizations looking to establish their own innovation hubs or centers of excellence?
Create a rock band, not rock stars: The proverb “If you want to go fast, go alone. If you want to go far, go together” captures the essence of
Create a rock band, not rock stars—focus on fostering collaboration and celebrating joint success rather than spotlighting individual accolades in innovation teams
successful innovation. It’s easy to fall into the trap of grooming superstars who “carry the team” to quickly produce a minimal viable product (MVP). However, this approach is unsustainable and can hinder the progress and contributions of other team members. As leaders, we should focus on fostering a culture of collaboration and celebrating joint success, rather than focusing on individual accolades.
Establish psychological safety: To create a space where your team can truly experiment and grow, you need to provide psychological safety. Ensure your team feels supported and confident to take risks, knowing that they have your backing. I recommend adopting a “start fast, fail fast” approach—allowing for rapid iteration without overplanning. Treat failures as valuable learning opportunities, not setbacks.
Transforming Organizations through Technology & Innovation
Teroy A Spencer, IT Director, A.C. Entertainment Technologies
Hi Teroy. How did you first become interested in technology and what propelled you into it?
My journey in the tech industry began at the Ministry of Defence (MOD), where I implemented a secure and customised ERP system. This complex project served as a significant learning experience. Since then, I’ve transitioned across various industries, gaining extensive experience. Throughout my career, I’ve worked with numerous managers, adopting best practices and developing solutions for improvement. This approach has been crucial in shaping me into the leader I am today. My passion
for technology, combined with my business acumen, drives me to align technology with business goals to enable successful outcomes.
What do you love the most about your current role?
What I love most about my current role is the opportunity to make a tangible difference. Witnessing the results of my efforts in meaningful ways is incredibly rewarding. Being part of a high-performance team enhances this experience; the collaboration, shared goals, and collective drive to excel create an environment that fosters remarkable results. This dynamic not only fuels our
Witnessing the results of my efforts in meaningful ways is incredibly rewarding, especially when paired with the collective drive of a high-performance team
Teroy Spencer is an experienced IT Director with over a decade in the tech industry, known for his innovative solutions and leadership skills. He has led numerous successful projects, proving his capability in tackling complex challenges. Outside of technology, Teroy is a passionate writer and has published his first novel in the series Ariella: Legacy of the Stars. He is currently working on a new book focused on digital transformation in businesses, highlighting his commitment to merging technology with literature. Teroy’s diverse skills make him a notable figure in both the IT sector and creative writing.
Recently, in an exclusive interview with Digital First Magazine, Teroy shared his professional trajectory, insights on the biggest tech trends to watch out for this year, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
success but also contributes significantly to my personal growth.
What does the future of information security look like and how does that impact what a CIO does?
The future of information security is changing rapidly, influenced by technological advancements and the increasing complexity of cyber threats. AI will play a dual role, enhancing security measures while potentially introducing new risks. As cloud adoption rises, securing these environments will become essential. Additionally, implementing zero trust architecture and complying with regulations like the European NIS 2 Directive will be crucial for effective security strategies.
The future of information security demands a proactive approach that leverages innovative technologies while addressing emerging threats and regulatory requirements. CIOs must remain agile and adaptable, continually evolving their security strategies to protect against an everchanging threat landscape. By embracing these trends, CIOs can foster a more resilient security environment that safeguards their organisation’s assets and ensures compliance in an increasingly digital world.
What do you see as the biggest trends within your industry to keep an eye on this year?
The most significant tech trends to watch this year are AI, 5G, cloud computing, and cybersecurity. These technologies are not only driving advancements but also shaping the future of various industries.
AI is revolutionising business operations by enabling smarter decision-making and
CIOs must remain agile and adaptable, continually evolving their security strategies to protect against an ever-changing threat landscape
automation through applications like predictive analytics and chatbots.
5G enhances connectivity, providing faster and more reliable internet access that supports innovations such as remote surgeries and smart city infrastructure.
Cloud computing transforms data storage and access, offering greater flexibility and scalability for businesses of all sizes, from startups to large enterprises.
Cybersecurity is increasingly vital as organisations work to safeguard their digital assets and ensure data privacy in an era of rising cyber threats.
As these trends evolve, they will undoubtedly pave the way for new opportunities and challenges across sectors.
Is there a particular person you are grateful for who helped get you to where you are?
No, I don’t attribute my success to a single person; rather, I have a group of trusted individuals who are crucial to my success and happiness. This entourage includes colleagues, friends, and family, all of whom play a key role in my life. Their support and encouragement are invaluable as I navigate various challenges and opportunities.
What does the term “authentic leadership” mean to you?
To me, “authentic leadership” is an underrated leadership style that serves as the cornerstone of my personal brand. This approach involves being genuine, transparent, and true to oneself, fostering trust and respect among team members. Authentic leaders are not afraid to show vulnerability; they share their values and
beliefs openly, creating an environment where others feel safe to do the same.
By prioritising authenticity, I have built strong, lasting relationships with my team and peers, encouraging open communication and collaboration. This not only enhances individual performance but also contributes to a positive organisational culture where everyone feels valued and empowered.
Moreover, I inspire others to be their true selves, fostering a sense of belonging and commitment. I find this ensures that team members are fully engaged and invested in the team’s goals. Overall, authentic leadership is essential for creating a dynamic and resilient organisation that can adapt to challenges while maintaining a strong sense of purpose and direction.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I have a passion for book writing. I am currently working on a series titled “Ariella: Legacy of the Stars,” with the first book “The Awakening” already published on Amazon. In addition to writing, I enjoy playing and watching football, as well as spending quality time with friends and family. These activities provide a great balance to my professional life and allow me to pursue my interests and connections.
Which technology are you investing in now to prepare for the future?
My roadmap includes provisions for cloud computing, zero trust protection, and incorporating generative AI to boost efficiency and security. I am investing in these areas to
ensure my organisation remains competitive, agile, and secure in a rapidly evolving technological landscape. These technologies are essential for enabling more agile operations and enhancing protection against emerging threats.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to become a leading business technology expert, where I can drive innovation and positively impact both my organisation and the industry. This goal is important to me because I believe that technology has the power to transform lives, and I want to be at the forefront of that change.
To achieve this, I plan to continue developing my skills through ongoing education and hands-on experience with emerging technologies. I also aim to build a strong professional network to collaborate with other experts in the field.
In five years, I see myself in a senior leadership position, where I can influence strategic decisions and mentor the next generation of technology leaders. I envision being part of projects that not only enhance efficiency but also contribute to meaningful advancements in society.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
My advice to aspiring technology leaders aiming to make a positive impact in their organisations and the industry is to always be prepared to work hard and maintain an open mind. The tech industry is constantly evolving, so having a mindset focused on finding
To me, ‘authentic leadership’ is an underrated style that fosters trust by encouraging transparency, shared values, and mutual respect across teams
solutions is crucial. Embrace challenges as opportunities to learn and grow and never stop being curious and learning.
In addition, focus on developing a strong personal brand that reflects your values, expertise, and leadership style. This will help you stand out and gain trust within your organisation and the broader industry. Commit to the highest standards of work, striving for excellence in every project, as
this sets a benchmark for others and enhances your credibility.
Lastly, stay updated with the latest trends and technologies, and don’t hesitate to ask questions or seek help when needed. Remember, persistence and a positive attitude can take you a long way in this field. By concentrating on these principles, you can effectively influence your organisation and make a significant impact in the technology sector.
Transforming Technology & Culture
Dr Shane Portfolio, Chief Technology Officer, Congruex
Hi Dr. Portfolio. What inspired you to pursue a career in technology, and what motivates you to continue innovating and leading in this field?
Desire to help advance a growing sector while serving people. The intersection of people and technology is where I love to spend my time.
What is your favorite aspect of being a CTO, and what do you enjoy most about your current role?
The ability to navigate people, process, and technology. Being able to show how technology
can help enable an organization’s culture to see how the processes, systems, and technology are in support of the company’s mission is very satisfying.
What do you believe are the essential qualities and skills required to be a successful CTO, and how do you embody those qualities in your own role?
Thought leadership, technical depth, cultural transformation, change management. I am constantly investing in developing these areas I still have so much to learn.
The ability to show how technology can enable an organization’s culture and support its mission is deeply satisfying and central to my role
Shane Portfolio is CTO of Congruex, an international design, engineering, and construction firm. In this role he and his team are responsible for the health and reliability of Congruex’s technology road map, culture, and organizational systems and processes. Shane leads the organization that engineers the deployment of digital infrastructure that helps clients deliver internet speeds for our increasingly connected customers. Shane is also responsible for Change Management, Deployment and Capacity Planning, and the company-wide OneCongruex Initiative which is working to achieve consistency across the entire organization as it relates to processes, systems, functions, roles and responsibilities.
Recently, in an exclusive interview with Digital First Magazine, Dr. Portfolio shared his professional trajectory, significant career milestone, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
How do you stay current with emerging trends and technologies, and what resources or networks do you rely on to stay informed?
Research, networking, staying alert to any changes. Also, I look to mentor a diverse set of people where I am convinced, I get more from them than they do from me.
Looking back on your career, what do you believe is your most significant accomplishment as a CTO?
Working with a team of leaders on evolving our culture to one that is a winning team that understands the star of our team is the team.
Is there a particular person you are grateful for who helped get you to where you are?
Yes. There are several who I’ve been fortunate to learn from. My Mount Rushmore of leaders are Hank Fore and Steve White who I worked for at Comcast. Jerome Bernal my leader in the Army, and my colleagues at Congruex. I love our team.
What are some of your passions outside of work? What do you like to do in your time off?
Run, swim, box, read, spend time with friends and family.
Working with leaders to evolve our culture into a winning team that understands the star of our team is the team itself
Which technology are you investing in now to prepare for the future?
There are several. I’m spending more time with AI, and automation, but I’m spending as much time on the leadership traits of how to serve technology employees as we move forward as well.
What is your biggest goal? Where do you see yourself in 5 years from now?
I’d like to be in a CEO role, but as long as I’m in a capacity where I’m serving my purpose of helping others see their full potential I’ll be fulfilled.
What advice would you give to aspiring technology leaders who are looking to follow in your footsteps and become a CTO one day?
Never underestimate the value of serving others.
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 ?
DJoining the Dots
Sharon White, Director and Founder at Educating Horizons
uring my time in local government, I have had the privilege to work with local authority officers who fervently strive for the best for their residents.
These residents include our most vulnerable children, young people and their families.
Public sector funding has been decimated over many years and this has led to an unprecedented scale of challenge to meet the increasing needs of residents as well as providing statutory services.
There are many reasons cited for this however the challenge has been exacerbated by a number
of factors including: a global pandemic, cost of living crisis and workforce depletion due to Brexit.
If we drill this down further, we have seen the pressure in Adults and Children’s Services across the country. These pressures have accounted for the majority of some Council’s budgets
Taken from Gov.uk ‘Local Authority revenue expenditure and financing: 2024-25 budget, England’:
Children’s Social Care net expenditure is budgeted to increase in real terms by +£1.4 billion (+10.7%) from 2023-24 to £14.1 billion in 2024-25. This increase was predominantly the
Our collective duty as providers is to meet need, breaking down barriers to enable equity, access, and continuity of care
Sharon White is an award-winning strategist with over 20 years’ experience working in schools and focusing on CYP with SEND and those who were in alternative provision. A former Head of Inclusion at Barking & Dagenham, her team supported schools to promote inclusive practicesTheLAhadthelowestexclusionratesin London; the team’s work being nominated for an LGC Award in 2022 and showcased in the RSA/ London Mayor’s Inclusive Schools’ toolkit as best practice across the country. Her work in local government was recognised by the International Forum for Inclusion Practitioners (IFIP) and received the IFIP’s Global Inclusion award as well as inducted as a Distinguished Fellow in 2023. Before founding Educating Horizons, Sharon wasHeadofCommunities&YoungPeopleinthe London Mayor’s Violence Reduction Unit leading a team responsible for £22m of investment programmes for young people, local authorities and third sector partners. In October 2024, Sharon won the Foundervine’s Future Award in the Catalyst for Change category.
result of real terms increases to two categories of children’s services: +£925 million on looked after children and +£264 million on children and young people’s safeguarding.
Adult Social Care net expenditure is budgeted to be £24.5 billion, +£2.1 billion (+9.1%) higher in real terms than 2023-24. There is a corresponding real terms increase of £1.8 billion in social care grant funding compared to 2023-24.
So, what does this have to do with technology and digital?
We all know that early intervention and prevention is critical in meeting the needs of our most vulnerable residents. The earliest opportunity to address need is beneficial not only to the individual but the public purse.
My working experience in education and then local government and London’s City Hall has gifted me the opportunity to act and intervene at the earliest moment. However, I have also seen the effect of not intervening early enough for children who were for example, permanently excluded from school at the age of 16 and known to services from the age of 5 years or even pre-birth. Where was the join up of data from health, nursery, school, early help, social care and police? Was the intervention put in place the right one if at all?
We have a new government now keen to consult and affect change and break down systemic barriers.
This not only extends to education with the DfE’s recent call to evidence on Curriculum & Assessment review, HMI’s Ofsted developments on Inclusion and report cards, DCMS’ announcement that there will be a youth
consultation on a National Youth Strategy
All these conversations should be integrated to drive down economic and social costs to families.
Taken from UK Youth:
“We know that youth work can transform, and even save, lives. Now, we can also place an economic value on it too.
New, ground-breaking research by UK Youth and Frontier Economics has found that for every £1 government invests in youth work, the benefit to the taxpayer is between £3.20 and £6.40.
Youth work is already saving the government £3.2bn a year through improved education and employment outcomes and positive impacts on mental health. It is also contributing £5.7bn annually to the wider economy through jobs, volunteering, and local suppliers. With further investment, the benefits would be even higher.”
What I am suggesting is a cessation of silo working. We need to maximise resources and in doing this successfully is using digital insight tools and working in a strategic partnership across a local area. This involves a melding of statutory and non-statutory services working together.
All these developments need to be brought into one strand. Data needs to be pulled together to ensure continuity of care, joining up of services and impact
Prior to the Labour government’s return to power, The Guardian reported back in January 2024 that Bridget Phillipson’s (the then shadow education secretary) intentions to create a unique pupil number to link services working with vulnerable children and families.
We need to maximise resources and in doing this successfully is using digital insight tools and working in a strategic partnership across a local area
“Children in England should be given a unique number to link their records held by schools, health visitors and councils, allowing governments to harness artificial intelligence and data mining to improve standards.”
This should also extend to youth services. What about post-16 who are not of statutory age and where vulnerabilities are greater?
I adhere to the ‘Tell it once approach’. Our most marginalised, disadvantaged children and families repeat their stories time and time again. Some don’t even have a voice in the first instance. What about a world where the story has been told and services respond efficiently through the use of data insights and intelligence. A world where we join the dots and link in existing services together. A world where through data we can signpost service users to positive destinations to empower them.
Our collective duty as providers is to meet need. Through my organisation, Educating Horizons, we believe in ‘changing systems to change lives’. This means breaking down barriers to enable equity and access.
We are embarking on a suite of digital tools to bring systems together so services can provide the right support, at the right place at the right time
Conclusion
Educating Horizons welcomes the potential introduction of a single unique identifier. In conjunction with our partners, Pupil Pathways who have delivered impactful work on Y6 -Y7 vulnerable pupil transition tracking we are happy to explore with you our new Vulnerable Child/ Young Person Tracking tool. We hope to add an AI element to support the young person direct in their positive destinations.
Revolutionizing Financial Services through Innovation
Aman Sardana, Expert Application Architect, Payments Architecture and Technology Strategy, Discover Financial Services
Hi Aman. What inspired you to pursue a career in financial technology, and what motivates you to stay at the forefront of this field?
Financial technology is a confluence of innovation, regulation, and customer-centric solutions. It offers unique intersection where innovative technology solutions can be applied to interesting real-world problems in the financial domain. The opportunity to innovate at global scale within an industry that touches daily life of millions of customers is truly inspirational and deeply compelling.
Advancements in cloud computing, blockchain, AI, and cybersecurity have created new challenges and opportunities. The chance to contribute to groundbreaking solutions, collaborate with talented peers, and enhance global financial inclusivity has kept me motivated to stay at the forefront of this field.
What aspects of your current role bring you the most joy and fulfillment?
I really enjoy my current role that involves strategizing, architecting, and implementation of scalable business-critical systems within
The opportunity to innovate at global scale within an industry that touches daily life of millions of customers is truly inspirational and deeply compelling
AmanSardanaisanaccomplishedtechnology professional with a focus on driving innovation and digital transformation within the financial services industry. As a key leader at Discover Financial Services, Aman leads the design and implementation of innovative fintech solutions that drive business results and establish best-in-class operations. Aman has made significant contributions to the development and deployment of cutting-edge technologies that enhanceoperationalefficiency,elevatecustomer experiences, and ensure robust security. Aman’s blend of hands-on technical leadership and strategic business acumen positions him as a keycontributortotheevolvingfintechlandscape.
BeyondhisroleatDiscoverFinancialServices, Aman actively contributes to the technology community by sharing his expertise at industry conferences. Aman earned his Masters in Information Technology from Northwestern University, a program that bridges business and technical aspects of IT, focusing on data mining, information security, enterprise architecture, statistics, innovation, marketing, and finance.
Recently, in an exclusive interview with Digital First Magazine, Aman shared his professional trajectory, insights on the role of emerging technologies in shaping the future of Fintech, personal hobbies and interests, future plans, words of wisdom, and much more.The following excerpts are taken from the interview.
the payments domain. The creative aspect of architecting systems and building solutions to complex business problems that drive business outcomes is quite fulfilling.
I really like the opportunity to collaborate with diverse teams of engineers, product managers and business leaders. It’s quite fulfilling to mentor younger professionals as it helps to shape the next generation of technology talent. Seeing others grow and succeed as a result of shared knowledge and collaboration brings immense satisfaction.
How do you stay up-to-date with the latest advancements in financial technology, and what resources do you rely on for industry insights?
Staying up-to-date with advancements in financial technology requires a combination of continuous learning, active networking, and leveraging reliable resources. I follow industry news and trends on social media platforms and prominent industry blogs. I engage with professional communities by attending webinars and meetups. I also
attend and give talks at conferences that help me to stay up-to-date with the latest technological advancements.
What role do you believe emerging technologies like artificial intelligence, blockchain, and cloud computing will play in shaping the future of financial technology?
Emerging technologies like AI, blockchain and cloud computing are profoundly shaping the future of Fintech.
AI will help financial institutions to personalize customer experience and create smart virtual assistants for real-time customer support. AI will deepen its integration with Fintech by enabling hyper-personalized services, enhancing predictive analytics, and fostering more autonomous financial systems.
Blockchain has a huge potential within Fintech to help introduce transparency, security and decentralization in financial systems.
Cloud computing is the backbone of modern financial technology that enables scalability and agility. With advancements in hybrid and multi-
cloud solutions, cloud computing will enhance data interoperability, security, and scalability, driving innovation across Fintech verticals.
Is there a particular person you are grateful for who helped get you to where you are?
I grew up living with my grandparents and they played an important role in shaping my life’s journey. My family has been my pillar of support in every step of my personal and professional life.
I firmly believe that no journey is a solo endeavor, and the support and inspiration of those around us make all the difference.
What does the term “authentic leadership” mean to you?
For me, authentic leadership is all about working selflessly with high standards of ethical behavior. It’s about leading in a way that reflects your true self, fostering trust, and inspiring others to achieve shared goals. Authentic leaders create an environment where team members feel safe and valued.
The
creative aspect of architecting systems and building solutions to complex business problems
that drive business outcomes is quite fulfilling
Authentic leadership is all about working selflessly with high standards of ethical behavior, fostering trust, and inspiring others to achieve shared goals
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I like to spend time catching up with family and friends. Most of my time in the evenings and weekends are spent with my two boys – a toddler and an infant. I also like to cook food and try new recipes when time permits.
Which technology are you investing in now to prepare for the future?
While there are many emerging technologies that will play a key role in financial domain, I am personally excited about how AI and Hybrid Cloud will transform financial services in the next few years.
What is your biggest goal? Where do you see yourself in 5 years from now?
In five years, I envision myself taking on a senior leadership role where I can drive impactful projects, mentor others, and shape strategic initiatives in financial and payments domain.
What advice would you give to aspiring technology leaders looking to make a meaningful impact in the financial technology sector?
Fintech offers an unparalleled opportunity to redefine how people interact with money. My advice to aspiring leaders is to stay curious, focus on solving meaningful problems, and build solutions that are not only innovative but also ethical and inclusive.
Riding the AI Wave? Let’s not Forget Digital Transformation!
Jasmeet Bhatia, VP, Decision Science Team Lead, Truist
In the aftermath of the pandemic, there was an accelerated push to expand the accessibility of digital banking and develop features that enabled clients to engage with services without the necessity of visiting a branch. Over the past two years, the focus has progressively shifted towards the adoption of artificial intelligence, particularly the significant potential of generative AI to deliver business value. Concurrently, initiatives aimed at engaging clients who have yet to fully embrace digital transformation appear to have been deprioritized.
On one hand, there are digital-only banks without any physical branches (e.g., Ally) or financial technology companies (e.g., Chime) that handle all client interactions digitally. On the other hand, traditional financial institutions (e.g., BOA, Chase, WF) still maintain a significant branch presence and were not built in the tech evolution era to serve all clients’ needs digitally. In the age of AI, where technology is advancing rapidly to create new online tools that could simplify banking , many traditional banks still face challenges in bringing every customer into their digital ecosystem.
The true value of substantial investments in digital transformation is realized when a client is fully engaged through digital platforms, utilizing low-cost channels for interactions
Jasmeet Bhatia is VP, Decision Science Team Lead at Truist. He has 15 years of experience in the Financial Services industry and has led data science teams’ efforts to leverage advanced analytical techniques to understand customer journeys and build personalized solutions based on unique client needs. He has three patents for ML algorithms to enhance credit underwriting using alternate data. He has been a regular speaker at multiple Data Analytics conferences and the Symposium of Data Science and Analytics organized by the American Statistical Association.
Assigning each client the value for this index facilitates the delineation of engagement tiers, thereby designing targeted strategies to augment client interaction
Digital User - Client has online banking account setup with their financial institution
Digital Active(Digital Adoption) - Client logged in at least once in the last 90 days via mobile or web application
Digital Engaged - Client is actively leveraging digital channels for financial transactions, interactions, financial planning tools or chatbot.
According to the Q324 report from Bank of America1, 77% of the consumer client base actively logs in digital banking, while the remaining 23% did not sign in even once in the last 90 days. Digital sales, representing sales initiated and/or booked via digital platforms, account for 54% of total sales. This indicates that the remaining 46% of customer needs are fulfilled through inbranch or other face-to-face channels.This data underscores a significant opportunity to enhance these metrics and foster further progress in digital adoption and sales.
Winning digital engagement
The true value of substantial investments in digital transformation is realized when a client is fully engaged through digital platforms, utilizing low-cost channels for their interactions. While numerous key performance indicators (KPIs) exist to assess engagement, no single metric or capability— such as login activity , digital transactions, time spent on mobile applications, digital sales, card deals activation , or usage of planning tools—can independently capture the full scope of engagement. There is a critical need to adopt a holistic approach to measure engagement index and to develop an advanced analytics model capable of scoring it. Once the analytics team has built this model , it should be aligned with business priorities through stakeholder collaboration. Thereafter, this Digital Engagement Index can be deployed to map the digital journey of an individual customer.
Assigning each client the value for this index facilitates the delineation of engagement tiers, thereby designing targeted strategies to augment client interaction. This, in turn, contributes to client’s primacy, wherein the client perceives the institution as their primary financial entity, ultimately fostering an increased share of wallet. Furthermore, downwards fluctuations in the engagement tier may serve as an early indicator of potential client attrition, while heightened engagement could indicate that the client is seeking solutions for emerging financial needs, potentially leading to personalized product offerings in the authenticated marketing space.
How can banks proactively migrate client’s behaviour to digital?
● Analytics - Establishing a baseline for the percentage of monetary transactions or banking interactions conducted through non-digital channels is crucial. Gaining insights into this baseline will inform the prioritization of specific transaction types to target as part of the digital strategy roadmap.
● Social Proofing - Banks continue to serve a diverse demographic, encompassing Baby Boomers, Generation X, Millennials, and Generation Z, each of which exhibits diverse behaviors regarding trust in technology and engagement in online financial transactions. By showcasing examples of other clients who have successfully adopted digital banking capabilities and seamlessly manage their finances, banks can share a motivating force, encouraging others to follow suit.
● Digital Banking Capability - Prior to engaging a client to encourage behavioral change, it is imperative for the financial institution to ensure that the requisite digital banking capabilities are effectively implemented and function seamlessly. During the process of transitioning transactions to digital platforms, it is crucial to avoid creating any negative client experiences.
● Training - It is essential to ensure that frontline employees in branches are adequately equipped to utilize digital banking tools and can effectively communicate to clients how they can conduct transactions through digital channels. This approach not only migrates simple transactions to digital, thereby reducing the time staff spend on routine tasks, but also enables them to engage in more
Digital investments can be partially offset by cost savings achieved through the migration of simpler transactions to lower-cost channels, enhancing client relationships and sales
substantive interactions with clients. By freeing up time, employees can proactively reach out to high-value clients to assess any forthcoming financial needs, rather than assisting with basic tasks such as balance inquiries or check deposits. Digital investments can be partially offset by cost savings achieved through the migration of simpler transactions to lowercost channels, thereby allowing personnel
in branches to focus on in-depth financial interactions that can enhance sales and strengthen customer relationships. In light of the forthcoming regulatory changes in Open Banking, it is essential for banks to prioritize digital adoption, as this will help establish a foundational understanding of clients’ overall financial health across various banking relationships.
