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Sarath Shyam
AI: Not Just a Trend, A Turning Point
Ever tried talking to a chatbot and felt like it actually got you? Not too long ago, that would’ve been a surprising experience. Today, it’s just another Tuesday. AI has quietly, and sometimes not-soquietly, crept into our lives—from recommending your next movie to helping CEOs make billiondollar decisions.
Artificial Intelligence is no longer an emerging tech; it’s center stage. In just the past year, we’ve seen it go from side projects to the backbone of enterprise strategies. Whether it’s automating customer support or analyzing mountains of data in seconds, AI is helping businesses move faster, think smarter, and work better.
But let’s be honest—it’s not all smooth sailing. With great power comes great... complexity.
Bias in algorithms, privacy worries, ethics in automation—these aren’t footnotes anymore. They’re front and center. And while the pace of innovation is thrilling, it also calls for responsibility, awareness, and a whole lot of human touch. That’s exactly what this issue of Digital First Magazine dives into.
Our cover story features Juliana Cen, Managing Director of HP Indonesia, who offers a masterclass in leading through tech transformation—without losing sight of people. She talks about striking that sweet balance between innovation and impact, and why customer-centricity remains non-negotiable.
Also in this edition, we explore the real-world implications of human-AI collaboration, hear from global tech leaders on how they’re future-proofing their strategies, and tackle important conversations on digital ethics, AI explainability, and inclusive innovation.
At Digital First Magazine, we’re not just tracking trends—we’re telling the stories of the people building the future. And let’s be real: it’s not just about machines getting smarter. It’s about leaders getting braver, teams becoming more adaptable, and all of us learning to ask better questions.
So, as you flip through these pages, we invite you to pause, think, and engage. What role will you play in shaping this intelligent future? Let’s build a smarter, more thoughtful digital world—together.
Enjoy the Reading.
Sarath Shyam
JULIANA CEN
MANAGING DIRECTOR, HP INDONESIA
CHAMPIONING DIGITAL EQUITY AND INNOVATION IN INDONESIA
EXPERT OPINION
LEADER’S INSIGHTS
Harnessing Technology for a Better Tomorrow
Dave Crolene, Vice President - Data, Analytics and AI, EXL
Empowering the Next Generation of Leaders in Cybersecurity
Emily Mossburg, Global Cyber Leader, Deloitte
Building a Brighter Future for Women in Tech
Vidhi Chugh, Chief AI Officer, Keynote AI Speaker, & Author
JULIANA CEN
MANAGING DIRECTOR, HP INDONESIA
CHAMPIONING DIGITAL EQUITY AND INNOVATION IN INDONESIA
Juliana Cen is the Managing Director of HP Indonesia, overseeing the company’s strategic vision and operational execution across consumer and commercial segments—including hardware, managed services, and solutions. Her focus is on driving business growth, fostering innovation, and delivering exceptional experiences for customers and partners, while embedding culture and people at the core.
With a strong commitment to building sustainable ecosystems, Juliana works closely with cross-functional teams and stakeholders to strengthen HP’s market leadership and respond to evolving industry demands. Guided by a passion for inclusivity and empowerment, she is focused on shaping a culture of excellence, innovation, and longterm impact — ensuring HP Indonesia continues to lead in advancing technology for businesses and individuals alike.
Recently, in an exclusive interview with Digital First Magazine, Juliana shared insights into the role of AI and machine learning in shaping the future of tech, personal hobbies and interests, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What drives your passion for leadership and innovation in the tech industry?
I’ve always believed that technology holds the power to create meaningful and inclusive change. My journey began in tech marketing, where I saw firsthand how innovation can transform lives—connecting communities, unlocking access, and turning bold ideas into real impact. What drives me is not just building business growth but using technology as a force for good—to uplift people, address real-world challenges, and create equal opportunities, especially in a vibrant and diverse country like Indonesia. For me, leadership is about channelling innovation with purpose.
What do you love the most about your current role?
To be able to make a tangible difference. Leading HP Indonesia allows me to champion innovation, support digital equity, and build a culture where inclusion and empathy aren’t just ideals, but daily practices. I also deeply value working with a team that shares my purposedriven approach and drive to lead responsibly.
What are your thoughts on the role of AI and machine learning in shaping the future of tech?
At HP, AI and machine learning are transforming user experiences and boosting productivity by moving AI to the edge — processing data directly on our devices for enhanced privacy, speed, and responsiveness. Our approach is human-centered, focusing on how AI can make work more fulfilling and help people bring their ideas to life, rather than simply automating tasks. HP is also integrating AI across our “One HP” portfolio, from AI-powered PCs
TECHNOLOGY HOLDS THE POWER TO CREATE MEANINGFUL AND INCLUSIVE CHANGE
and intelligent print solutions to smarter collaboration tools. This ensures a seamless, “Better Together” experience. Our goal is to unlock new possibilities and workflows, making technology more adaptive, insightful, and secure for everyone as we navigate the future of tech.
How do you think companies can stay ahead of the curve in terms of innovation and disruption in the tech industry?
To stay ahead, companies need to focus on scalable, real-world solutions, especially in an AI-driven, hybrid world. The challenge is not just launching new technology but making it relevant and making it work for people, whether they’re remote employees, small business owners, or large enterprises. This means not just adopting new technologies but understanding evolving customer needs and designing human-centred solutions that enhance productivity and well-being.
For HP, this translates into creating AIpowered PCs and a broad portfolio of solutions that are more personalized, secure, and efficient, directly addressing how people want to work and live.
Can you share more about your experience as a neurodivergent leader, and how you think your perspective has helped you in your career?
Being neurodivergent has made me more attuned to psychological safety, which I believe is foundational to any high-performing team. I have learned that when people feel safe to be themselves, they bring their best ideas forward. My experience as a neurodivergent individual has taught me to always aim to lead
INCLUSION ISN’T ABOUT MAKING ROOM AT THE TABLE; IT’S ABOUT RECOGNIZING THAT THE TABLE WAS NEVER COMPLETE WITHOUT ALL OF US THERE
with empathy, intentionality, and a commitment to inclusion.
Sharing my story was not always easy. But through the support of employee resource groups and allies, I found the courage to lead with authenticity. In doing so, I have seen how vulnerability can be a powerful catalyst for change. This is exactly what I want my team to experience when they come to work as well; a sense of safety that empowers them to bring their most authentic selves, which in turn unlocks their highest-performing selves.
What motivates you to advocate for disability rights and inclusion, and how do you think we can make progress in this area?
My motivation comes from a very personal place. I’ve experienced how isolating it can feel when the world isn’t built with you in mind. That’s why I care so deeply about creating spaces both at work and beyond where everyone feels seen, heard, and valued.
Progress happens when inclusion is not treated as an afterthought, but as a foundation. And at HP, we’re intentional in integrating disability inclusion into our hiring practices, workplace design, and employee culture. We believe that inclusion isn’t about making room at the table; it’s about recognizing that the table was never complete without all of us there.
What are some of your passions outside of work? What do you like to do in your time off?
Beyond my professional life, I actively engage in initiatives that empower individuals with
disabilities—building inclusive communities where everyone has a voice and a path forward. I believe that when there is no door for us, we must create our own. This mindset fuels my drive to challenge barriers and open new opportunities for those often overlooked.
Outside of advocacy, I cherish time with my family. Exploring new places together and enjoying each moment helps me stay grounded and inspired to keep pushing for meaningful change.
What is your favorite quote?
My own quote: When there is no door, let’s create our own doors.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
My long-term aspiration is to help shape a future where inclusion, innovation, and impact go hand in hand. At HP, I see a powerful opportunity to do this by contributing to our commitment to empowering the future of work where technology is not only secure and sustainable, but also deeply human-centred.
As we continue to position Indonesia as a global digital economic powerhouse, I want to ensure that the momentum we build includes everyone. That means investing in local talent, championing inclusive innovation, and ensuring that opportunities are available to all regardless of background. That’s the kind of leader I want to be, and the kind of future I want to help build at HP.
LEAD WITH CLARITY, HUMILITY, AND COURAGE. STAY TRUE TO YOUR VALUES, EVEN WHEN IT’S NOT EASY
What advice would you give to other leaders looking to make a positive impact through their work?
Lead with clarity, humility, and courage. Stay true to your values, even when it’s not easy. And don’t underestimate the power of consistent, everyday action — because impact doesn’t always come from big decisions. It often comes from how we show up, listen, and act when no one’s watching.
And to women especially; stay passionate, stay determined, and most importantly, believe in yourself.
Driving Innovation & Excellence in Digital Forensics
Stephanie Corvese, Senior Manager - Digital Forensics and Incident Response, Doane Grant Thornton LLP
Hi Stephanie. Can you walk us through your background and what you’re most passionate about in your work?
I started off my academic journey with the goal of becoming a forensic anthropologist, and first pursued an undergraduate degree in Biology and Anthropology at Trent University; and then a master’s degree in forensic science from National University.
From a young age, I always had a passion for technology, and my journey eventually led me to the field of digital forensics.
I am most passionate about using my team’s knowledge and skillset to help people.
What aspects of your current role bring you the most joy and fulfillment?
I feel the most joy when we discover something that cracks a case wide open, and provides our clients with the evidence, support, restitution, or closure they need to resolve their situation.
What role do you see artificial intelligence and machine learning playing in digital forensics?
AI and machine learning have been part of digital forensics for many years already. The majority of forensic tools have some aspect
AI and machine learning should always assist humanity rather than replace it. The key is leveraging technology to support investigators, not replace the critical thinking they bring to the process
Stephanie Corvese is a Senior Manager in the Digital Forensics and Incident Response team. She is responsible for leading the company’s client digital forensics and incident response investigations, the training, management, and oversite of its national DFIR practice and Toronto lab. She is a GIAC Certified Forensic Examiner with a strong background in computers and consumer electronic devices, digital forensics analysis, and incident management. Stephanie is an active member of the Cybercrime External Advisory Group (CEAG), a public/private partnership between the RCMP and the private sector. Recently, in an exclusive interview with Digital First Magazine, Stephanie shared her professional trajectory, insights on the role of artificial intelligence and machine learning in digital forensics, personal sources of inspiration, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
of these built into them as a tool to assist investigators during processing and analysis. At this stage, some vendors are experimenting with new applications for AI and ML in these tools, and I feel as long as we view AI and ML as a method to assist investigators, rather than replace them, then we are on the right path. The goal for AI and ML should always be to assist humanity rather than replace.
What approaches do you employ to stay ahead of emerging threats and tactics in digital forensics?
Digital forensics is very much a team sport. Developing and staying connected to your peer network is important to stay connected with emerging threats and technologies.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
As with any field, diverse viewpoints always offer unique ways of thinking, different perspectives, knowledge, increase cooperation, and global outreach. Since digital forensics is a team sport, the more diverse our community is, the better it is for everyone.
What leadership qualities and skills do you believe are essential for driving growth and transformation, and how do you embody those qualities in your own leadership style?
The leadership qualities I embrace are closely aligned with the culture of Doane Grant Thornton – transparency, respect, caring, cooperation, coaching. My team is very important to me, and we heavily rely on each other when we are working on a file. My role as leader is to ensure that my team feels understood, empowered, and respected; that they feel they have what they need to perform their tasks, take care of themselves, and pursue their career goals.
Who has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
I have been really blessed to have many wonderful leaders & in my career that I have drawn inspiration from. Two of them are my current bosses here at Doane Grant Thornton, Sandy Boucher and Jennifer Fiddian-Green. Others include my good friend D’Arcy Davis, and my husband, Matthew Parsons.
Leadership is about ensuring that your team feels empowered, respected, and understood. Success comes from fostering collaboration, trust, and the freedom to grow professionally
I greatly admire many things about all of them. Each one has unique and wonderful traits that make them great leaders in our field. Some that come to mind are Patience, kindness, determination, transparency, cooperation, respect,
responsibility and accountability. I try to emulate all of these in my own leadership style.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
For me, it is all about quality time with my family and friends. Spending time with them helps me unwind and relax.
Motivation is a very person by person process. What motivates one person may not motivate the other. I spend time with my team, focusing on building a relationship with them and tailor my leadership and motivation towards their own unique needs. Building and maintaining that team relationship is vital to the overall success of our business, so I make it a priority.
What is your favorite quote?
My favourite quote is one by the legendary Maya Angelou, “At the end of the day people won’t remember what you said or did, they will remember how you made them feel”
Where do you see yourself in the next 5 years?
I hope to still be a part of the Forensics team at Doane Grant Thornton, continuing the good work that we do.
What message or advice would you give to young women or girls who are interested in pursuing a career in tech?
I would tell them to go for it and pursue your dreams. Don’t be afraid to take that chance or to fail, and don’t be afraid to reach out, make those connections and grow your network.
Harnessing Technology for a Better Tomorrow
Dave Crolene, Vice President - Data, Analytics and AI, EXL
Hi Dave. What inspired you to pursue a career in technology, and what motivates you to continue innovating and leading in this field?
I’ve always been fascinated by how things work—taking apart gadgets as a kid and imagining new possibilities. Working with computers early on opened new doors, inspiring creative solutions. Over time, my perspective matured: instead of simply building great products, I began focusing on creating conditions where people can thrive and innovate together. I see technology as a bridge, connecting human insight with computational power. That synergy
keeps me passionate because it not only unites us, but also sparks fresh ideas and encourages more strategic, ethical thinking. Ultimately, I believe in using technology to amplify human potential and shape a more thoughtful future.
What aspects of your current role bring you the most joy and fulfillment?
What energizes me is working at the intersection of strategy, collaboration, and meaningful impact for our clients. I love guiding the larger vision—envisioning where an organization can go with data and AI—and then connecting people across different functions to bring that
Technology is a bridge, connecting human insight with computational power. That synergy not only unites us but sparks fresh ideas and encourages more strategic, ethical thinking
Dave Crolene is a seasoned data executive who unites technology, people, and strategy to deliver transformative business outcomes. As Vice President of Data, Analytics, and AI at EXL, he has guided the development of data management capabilities that empower hundreds of clients worldwide. With more than two decades of experience, David’s approach blends governance with innovation, ensuring solutions remain both actionable and sound. Drawing on a background that spans boutique consultancies and large enterprises, he champions a culture where human creativity and AI-driven intelligence converge, enabling organizations to navigate complexity and shape a more meaningful future.
Recently, in an exclusive interview with Digital First Magazine, Dave shared his professional trajectory, significant career milestone, personal role model, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
vision to life. Seeing colleagues align around a shared direction, solve complex challenges, and achieve genuinely impactful results is incredibly rewarding. It’s about fostering a culture that values both innovation and human touch, ensuring every success feels like a shared achievement.
What role does data quality and governance play in AI initiatives, and how do you address data-related challenges?
Access to high-quality data—while ensuring compliance with emerging regulations—is top of mind for executives considering AI
Success in data isn’t just about mastering architectures and AI frameworks— it’s about understanding who benefits from the insights and why. Context, communication, and problemsolving matter just as much as technical depth
deployments. Data governance acts as the anchor, keeping AI initiatives ethical and effective without creating rigid barriers. I embrace a principle-driven approach that evolves with technology, balancing agility and integrity through robust metadata management, domainspecific intelligence, and close collaboration between technical and business teams. Data quality is equally critical, as poor inputs can derail AI outcomes, especially in externalfacing scenarios. By establishing strong data observability capabilities and frameworks to maintain data quality, we ensure reliability. Addressing data challenges calls for a principled approach that balances feasibility with tangible business value. By prioritizing initiatives tied to measurable outcomes and fostering close collaboration between business, IT, and external experts, we maintain agility and ensure alignment with both industry standards and organizational goals.
What skills and expertise do you believe are essential for data professionals to develop in the next 2-3 years?
In the next few years, success in data will hinge on adaptability and contextual understanding. Of course, you need technical depth—mastering modern architectures, AI frameworks, and more—but domain knowledge and empathy are equally critical. It’s not just about building pipelines or dashboards; it’s about understanding who benefits from the insights and why. Professionals who combine technical expertise with problem-solving skills, strong communication, and a genuine appreciation for business context will stand out. As tools evolve, those who grasp not only how to use
them, but also why and for whom they’re used, will be at the forefront.
What has been your most careerdefining moment that you are proud of?
Growing a small, four-person firm into a team of over 100, and ultimately integrating our data management capabilities into a NASDAQ-listed analytics and consulting company (EXL), was a defining milestone in my career. More than the scale or the acquisition itself, it was about building something meaningful with a team of talented, dedicated professionals who shared a common vision. That journey underscored the real power of collective effort—of people with diverse skills and backgrounds uniting to tackle problems that truly matter.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I’d sit down with Jim Carrey. His evolution from pure entertainment to exploring deeper artistic and philosophical dimensions resonates with anyone who continually reinvents themselves. In technology, as in art, staying relevant means challenging assumptions and embracing new perspectives. I’d love to understand how he balances creativity, authenticity, and purpose— qualities that can inspire more thoughtful, people-centered innovation.
Is there a particular person you are grateful for who helped get you to where you are?
My father’s encouragement and early exposure to computers sparked a lifelong curiosity. He was a bit of a renaissance man - shifting between roles at NASA, software development,
People appreciate understanding what’s really going on. When your team sees that you value their ideas, celebrate their contributions, and support their growth, they show up at their best
online retail, and chiropractic - but he always kept the bigger picture in mind, striving to make a meaningful impact. By introducing me to technology early on and nurturing a scientific mindset, he showed me that big challenges are worth pursuing and that meaningful work often lies at the intersection of creativity and rigor. His influence shaped my belief that technology isn’t just a set of tools, but a means to create a better world guided by insight and compassion.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I’m a big believer in clearing out mental clutter—playing guitar to unwind, making time for exercise, getting proper sleep, and embracing quiet moments to reset. These habits help me approach challenges with a fresh perspective. When it comes to motivating others, openness and authenticity matter most. People appreciate understanding what’s really going on, and when your team sees that you value their ideas, celebrate their contributions, and support their growth, they show up at their best. It’s about leading by example, through both actions and attitude.
Where do you see yourself in the next 5 years?
In five years, I see myself immersed in projects that leverage AI and data to drive tangible, positive change. Whether collaborating with diverse teams, guiding forward-thinking strategies, working closely with industry leaders, or tackling tough data challenges behind the scenes, I’ll be joining forces with peers across borders and disciplines to define what’s next. I still enjoy sharing ideas; maybe that’s on a stage, leading hands-on brainstorming sessions, or advising growing organizations. Ultimately, it’s about being part of something meaningful, applying both intellect and empathy to help shape our collective future.
What message or advice would you give to aspiring professionals who are interested in pursuing a career in tech?
Stay curious, learn a little bit about finance, adapt to change, and keep your sense of humor. The technology landscape never stops shifting, so embrace the ride—and remember, it’s the people who truly make the difference.
Empowering the Next Generation of Leaders in Cybersecurity
Emily Mossburg, Global Cyber Leader, Deloitte
Hi Emily. Can you walk us through your background and what you’re most passionate about in your work?
While my degree from Northwestern University was in Environmental Science, I started working in Information Technology and Information Security very soon after graduating. I have worked in several areas of cybersecurity including data risk, incident and breach response, identity management, and cyber resilience. Over my 20+ years at Deloitte, I’ve been able to serve some of largest global clients and help them better understand their cyber posture, transform their cyber programs, and improve their response to cyber incidents. My career
has always been about connecting the dots— between people, ideas, and opportunities. What fuels me most is helping others succeed by working together to solve challenges that might seem insurmountable on their own. Seeing the impact of collaboration—whether it’s enabling a team to thrive or protecting organizations in innovative ways—continues to inspire me every day.
What aspects of your current role bring you the most joy and fulfillment?
The global culture at Deloitte is deeply rewarding. Over the last few years as Global Cyber Leader, I have been able to witness the evolution of
We have a chance to design AI with security embedded at its core—ensuring it is as much a shield as it is a tool. Innovation with integrity is key
Emily Mossburg is the leader of Deloitte’s Global Cyber practice. She leads Deloitte’s Global Cyber strategy, focusing on innovative solutions for clients, as well as expanding the practice’s global reach. Under Emily’s leadership, Deloitte’s Cyber practice has seen significant growth and was recently ranked No. 1 globally in Security Consulting Services by Gartner for the 12th year in a row by market share. Industry analysts also recognize Deloitte as a global leader in Incident Readiness and Incident Response, Managed Security Services (MSS), and Cyber Risk Management Services.
Recently, in an exclusive interview with Digital First Magazine, Emily shared her professional trajectory, insights on diversity and inclusion in tech, her favorite quote, words of wisdom, and much more. The following excerpts are taken from the interview.
Diversity drives innovation. Fresh perspectives help us anticipate cyber threats in new ways, safeguard assets, and build a more resilient digital future for everyone
our cyber practice in real time—including the co-creation of new offerings with our alliance partners and the shift to more implementation and managed service delivery. Watching that growth, both in terms of the organization, geography, and the individuals within it, brings me immense joy. It’s fulfilling to know that the work we do not only impacts businesses but also builds a stronger, more secure digital future globally.
What are your thoughts on the role of artificial intelligence and machine learning in cybersecurity?
We are at the forefront of something truly transformative when it comes to AI and machine learning in cybersecurity. These technologies present an incredible opportunity—but also a responsibility. We have a chance to design these systems with security embedded at the core, ensuring they are as much a shield as they are a tool. It’s an exciting space, and I believe that by prioritizing innovation with integrity, we can harness AI to reshape the way we approach cyber threats.
How do you attract, retain, and develop top cybersecurity talent in a competitive market?
At Deloitte, our approach to attracting and retaining top cybersecurity talent is simple: we put people first. In such a competitive field, we focus on creating a supportive and flexible environment that fosters growth, values diversity, and recognizes individual’s unique strengths.
Work-life balance and flexibility are essential to keeping our teams engaged and resilient. We understand that cybersecurity can be demanding, so we empower our people to find the right balance through adaptable work arrangements.
Authentic, compassionate leadership also plays a key role—we encourage open dialogue and prioritize well-being so that everyone feels genuinely supported.
Diversity is crucial in cybersecurity, where a range of perspectives drives innovative solutions. Through initiatives like Women in Cyber, we recruit people from all backgrounds, allowing us to tackle challenges from fresh angles. At Deloitte, diversity is about building teams that reflect a variety of skills, experiences, and ideas.
We believe in helping people leverage their strengths, defined not only by what they excel at but by what they’re passionate about. When team members can pursue projects that excite them, they bring greater creativity and energy to their work. Our goal is to offer meaningful opportunities that inspire our people to grow, innovate, and stay motivated.
In short, attracting and retaining top talent at Deloitte means building a culture where people feel valued, respected, and inspired every day.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
Fostering diversity and inclusion directly drives innovation, creativity, and progress within cybersecurity. Our field is one of constant change and complexity, and a diverse workforce brings the range of perspectives needed to tackle new challenges with fresh insights and unique solutions. Deloitte’s own commitment to diversity and inclusion, especially through initiatives like Women in Cyber, highlights how diversity strengthens
our industry and creates a more adaptable, resilient cyber workforce.
Personally, I’m passionate about increasing the representation of women in cybersecurity, an industry where we’ve historically been underrepresented. During the RSA Conference and through platforms like the Female Quotient’s Equality Lounge, I’ve advocated for more inclusivity, encouraging women to step into cyber roles. Women often bring collaborative, multidimensional approaches, which are essential as cyber expands beyond traditional technical roles into areas like risk management and data privacy. The diverse viewpoints of women and other underrepresented groups are crucial for innovation as they allow us to anticipate threats in new ways, safeguard our clients’ assets, and secure a safer digital environment for everyone.
What leadership qualities and skills do you believe are essential for driving growth and transformation, and how do you embody those qualities in your own leadership style?
Driving growth and transformation requires a blend of visionary thinking, adaptability, and genuine care for people. A leader must be able to both inspire and empower teams by creating an environment where everyone’s ideas are valued. At Deloitte, we emphasize “agility with purpose” — balancing our commitment to long-term goals with the flexibility to innovate and adapt quickly.
Personally, I strive to foster an open, collaborative culture where team members feel supported in exploring new ideas and taking calculated risks. By leading a peoplecentered approach, I believe in empowering others to create a sense of ownership and
True leadership is about balancing vision with adaptability—creating space for teams to innovate while staying grounded in purpose and long-term goals
purpose, which is essential for sustained growth and transformation.
Resilience is another essential quality, especially in the fast-evolving field of cybersecurity. Challenges in this space can be intense, and leading through them requires fostering a culture of trust, transparency, and support. I work to create an environment where setbacks are viewed as learning opportunities, and where team members feel safe to share ideas openly. I aim to build resilient teams that are not only equipped to meet today’s challenges but are also eager to lead the way into the future of cybersecurity.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Staying resilient starts with prioritizing what truly matters. For me, travel offers a chance to step back, experience new things, and gain fresh perspectives. I try to make time for these experiences whether I am traveling for a personal trip with family or for work. Walking
outside and enjoying fresh air also helps clear my mind. For my team, I lead by example, encouraging balance and celebrating small wins, creating an environment where everyone feels supported to bring their best selves to work every day.
What is your favorite quote?
T.S. Eliot’s words resonate deeply with me: “Only those who will risk going too far can possibly find out how far one can go.” It’s a reminder to push boundaries and embrace the unknown.
What message or advice would you give to young women or girls who are interested in pursuing a career in cybersecurity?
Don’t shy away from the unknown—many of the best opportunities come from stepping outside your comfort zone. Be curious, ask questions, and know that your voice is needed in cybersecurity. Make your mark with confidence.
The Holy Grail of Talent Acquisition –The Quality of Hire
Rob Blythe, Co-CEO, Instant Impact
We’ve achieved the Talent Acquisition holy grail... While traditional recruitment metrics such as Time to Fill and Cost of Hire remain essential, the core objective of any successful talent acquisition function is to secure the best talent available.
But how do you measure something as complex as “quality” when it comes to hiring? Inspired by insights from No Rules Rules by Reed Hastings and Erin Meyer, we’ve developed two practical and impactful measures that can help you evaluate the success of your hiring efforts:
1. Quality of Hire Indicator (easy)
2. New Joiner Talent Density (advanced)
Together, these metrics provide a clear snapshot of immediate performance while aligning recruitment with your organisation’s long-term goals. Let’s break down how they work and why they matter.
The Quality of Hire Indicator
This first tool is designed for simplicity and delivers valuable insights quickly. At its core is one key question, asked to hiring managers three months (or an alternative timeframe if preferable) after a new hire joins the team:
Would you enthusiastically re-hire this person? This simple yet powerful question helps hiring managers assess new joiners, shaping smarter recruitment and performance management strategies
Rob Blythe is the co-CEO of Instant Impact, a leading Recruitment Process Outsourcing (RPO) partner, where he works with SMEs to revolutionise their talent strategies using cutting-edge technology and a world-class team.Aproudfatherofthreeandakeentennis enthusiast, Rob is passionate about building a business that people love to be part of and fostering transparent leadership and work-life balance. He frequently shares insights on HR, talent acquisition, and leadership.
“Would you enthusiastically re-hire this person?”
The answer choices are straightforward: Yes, No, or Not Sure Yet. Responses marked as “Not Yet Sure” can be surveyed again at a later timeframe, such as six months, with only “Yes” or “No” options available.
This question can be supplemented with additional evaluations to provide deeper insights into the new hire’s performance, such as:
Performance ratings
Engagement levels
Speed to competence
Shifts in perception since the interview
Suggestions for improving the recruitment process
Following this, we calculate a Quality of Hire score based on the percentage of “Yes” responses at both the 3-month and 6-month marks. This provides a clear metric to track new hire performance early in their journey.
Benefits of the Quality of Hire Indicator
This feedback loop delivers powerful advantages:
Proactive probation management:
By gathering critical feedback before formal reviews, HR can address concerns early, avoiding last-minute surprises.
Valuable
insights: Both qualitative and quantitative data help refine recruitment and performance management processes.
While some may argue that this metric relies heavily on hiring managers’ opinions, it’s worth noting that organisations already trust these managers to make hiring decisions. It stands to reason, then, to trust their judgment in assessing the quality of those decisions.
New Joiner Talent Density
While the Quality of Hire Indicator is easy to implement and gives an indication of whether you’re hiring the right people, New Joiner Talent Density offers a broader, more sophisticated view of how new hires influence the overall capability of your workforce.
To measure New Joiner Talent Density, you first need to establish a concise measure for Talent Density across all levels within your organisation. This step requires delving into performance analytics, ranging from skills matrices to 9-Box Grids, depending on your organisational structure.
Once you’ve defined your Global Talent Density, New Joiner Talent Density can be found using the formula:
(New Joiner Talent Density – Global Talent Density) / Global Talent Density
A positive result means your new hires are elevating your Talent Density, aligning with the ultimate goal of improving talent across all levels—from junior positions to senior strategic hires.
Why New Joiner Talent Density Matters
The real strength of this metric lies in its versatility. You can apply it on a global level or zoom in to analyse specific teams and departments. Regular reviews, such as the biannual evaluations we conduct at Instant Impact, allow for a detailed understanding of how new hires contribute to the company’s talent growth over time.
How We Use These Metrics
At Instant Impact, these two metrics form the backbone of our talent acquisition strategy, helping us continuously optimise our hiring efforts.
New Joiner Talent Density
gives companies a broader view of how fresh hires impact their workforce—ensuring every recruitment decision drives long-term talent growth, not just short-term placement
1. The Quality of Hire Indicator gives us an immediate pulse check after each new hire, allowing us to fine-tune our processes early.
2. New Joiner Talent Density offers a longterm view, ensuring that every hire strengthens the overall talent within the business.
By combining real-time feedback with long-term insights, we’re able to drive continuous improvement in both recruitment and talent management.
Unlocking the Power of Quality of Hire
Implementing a Quality of Hire Indicator is a straightforward yet highly effective way to
improve your recruitment outcomes. Once this practice is embedded, taking the next step with New Joiner Talent Density can provide a deeper, more comprehensive look at the overall quality of talent within your organisation.
At Instant Impact, we’re committed to helping businesses optimise their talent acquisition strategies through data-driven insights.
The Road Ahead
By focusing on these advanced metrics, your organisation can align hiring practices with its strategic goals, ensuring that every new addition contributes meaningfully to your workforce.
Building a Brighter Future for Women in Tech
Vidhi Chugh, Chief AI Officer, Keynote AI Speaker, & Author
Hi Vidhi. What inspired you to pursue a career in AI?
From the earliest days of my career, I found myself questioning inefficiencies and repetitive tasks—things I felt could easily be handled by machines. Whether it was simple automation or leveraging algorithms to uncover patterns, I was always drawn to the idea of delegating mundane tasks to technology, enabling humans to focus on creativity and out-of-the-box thinking.
This ideology has always resonated with me, and AI felt like a natural fit. I have been a data person for a long time that eventually got extended to building AI algorithms.
What aspects of your current role bring you the most joy and fulfillment?
What truly fulfils me in my current role is the ability to create and implement AI solutions that truly transform how we work and think. I love the challenge of translating business problems that are often abstract into actionable innovations—seeing concepts evolve into tools that empower not just organizations, but also the teams I work with.
It’s incredibly rewarding to witness the impact of these solutions, from streamlining processes to enabling people to focus on strategic and creative endeavors. Collaborating
Technology is supposed to serve humanity—that is its sole purpose. AI must be designed with fairness, transparency, and inclusivity at its core to create lasting positive change
Vidhi Chugh is a renowned global AI thought leader and innovator with expertise in the intersection of product development, sciences, and engineering. Her contributions to AI and ML solutions have significantly helped organizations enhance their decision-making processes, making business operations smarter and more efficient. Besides, she is heading a global initiative with AI4Diversity to educate communities of color about AI. Her recognition as one of the “World’s Top 200 Business and Technology Innovators” speaks volumes about her impact in the field of artificial intelligence. As an AI changemaker and a future CIO, Vidhi has established herself as a forefront figure in tech innovation.
Additionally, her listing as a “Women to Watch” byWomeninAnalyticsandinclusioninthe“Women in AI Ethics” global directory highlight her as an exemplary leader, inspiring women in technology andethicsglobally.Shepassionatelypromotesthe inclusion and growth of women in STEM and has been featured on “Million Stem” as an inspiration for the next-gen. She has also served as a Global Ambassador for the Women in Data Science (WiDS) in partnership with Stanford University and is recognized with “Global AI Inclusion” award for making significant contributions to ensure the responsible and ethical use of AI.
Recently, in an exclusive interview with Digital First Magazine, Vidhi shared her professional trajectory, insights on diversity and inclusion in tech, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Diversity of thought is the catalyst for innovation. When people from varied backgrounds challenge the status quo, we build solutions that serve everyone—not just a selected few
with talented minds and watching technology amplify human potential is what makes this journey so meaningful for me.
What role do you see AI playing in driving social impact and positive change?
I have always believed that technology is supposed to serve humanity — that is its sole purpose. Similarly, when it comes to AI — I see it creating positive change by addressing some of humanity’s most pressing challenges.
Thinking of some of the ways it is already being put to good use, it is making a significant impact in following key areas —
* Improving access to quality education through personalized learning platforms
* Enhancing healthcare with predictive diagnostics and treatment plans
Moreover, for AI to be a true force for good, responsible AI principles must be embedded by design — that implies designing and implementing them with fairness, transparency, and inclusivity at its core.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
For a technology as transformative as AI, it is even more important to include diverse and inclusive teams — for when people from varied backgrounds, cultures, and perspectives come together — not only do they bring their unique insights, but also challenge the status quo that helps bring change at the grassroots level.
Such diversity of thought is the catalyst of change for good, building solutions that serve the global audience and not just a selected few.
By creating solutions that treat everyone equally, take everyone together — one where everyone feels valued and heard, we don’t just build better technologies, but also a better future.
Who has been a personal role model or mentor to you throughout your career?
Being a data-person, my role model is Mr. Ram Kumar for his thoroughness and advocacy on the significance of multiple tenets of data.
How do you stay ahead of the curve in terms of emerging AI trends and technologies, and what role do you see AI playing in shaping the future of your organization?
Being a lifelong learner, I dedicate 1-2 hours everyday to stay on top of what’s latest happening in the industry — be it through reading research papers or fellow visionaries’ thoughts.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I practice mindfulness and deep breathing exercises, but what I truly enjoy that benefits me a lot as an AI leader — is going for a walk into nature.
Walking brings mental clarity and helps structure thoughts while planning my day.
What is your favorite quote?
“What got you here, won’t get you there”
Where do you see yourself in the next 5 years?
Pandemic has been a great teacher for all of us, that highlighted how building plans can take their own shape and path. Therefore, I prefer
Own your career; nobody will come to make it easy for you. Step out of your comfort zone, say ‘yes’ to challenges, and be your own biggest advocate
being serendipitous as it has served me well throughout my career.
What advice would you give to young women who are interested in following in your footsteps?
We all are constantly learning from each other and growing together, and along this journey, we develop our own unique approaches. I am glad to share what worked for me:
* I strongly believe in the power of narratives. The narratives we construct not only shape how we present ourselves to others but gradually influence our selfperception. Out of all the people who can doubt you or your skills, it certainly should not be you. Whether someone stands with you or not, you must be your cheerleader.
* Own your career; nobody will come to make it easy for you. Step out of your comfort zone, raise your hand, and say “yes” to challenges. Learn from others – networking plays a big role now. The power of networking cannot be overstated—engage with peers, mentors, and industry experts, and gain insights into their projects and the technologies they are exploring.
* My insatiable curiosity has been a driving force, and I advocate for adopting a mindset of lifelong learning. Given the profound and expansive nature of AI, it’s impossible to know everything. Approaching each problem with a lens of curiosity and consistently questioning the status quo - offers a fresh perspective that often leads to innovative solutions.
Empowering High Performing Sales Tech Teams
Jillian Swenson, Head of Federal Partner Sales (Resale, Consulting & ISV), Amazon Web Services
Hi Jillian. Can you walk us through your background and what you’re most passionate about in your work?
I started my career as a software developer then expanded my skill set to become an Enterprise Architect. Eventually, I moved to sales and then sales leadership with technology companies such as Dell, HPE, VMware, and AWS. I’m most passionate about building consistently high achieving teams and seeing how great sellers can help customers solve their most critical business problems.
What aspects of your current role bring you the most joy and fulfillment?
Watching my sellers gain/grow strategic sales skills. It’s also incredibly fulfilling to see our
small, diverse partners grow their businesses by being agile, creative, and leaning into their AWS partnership.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
Part of my portfolio is our Federal Small Business team, which consists of woman-owned, veteranowned, minority-owned, tribal-owned, and other small, disadvantaged businesses. Having that lens, I see the direct impact of diversity programs, such as the SBA 8(a) program, in allowing diverse partners access to government contracts. In exchange, they help the federal government procure quickly and often bring
Working with people who challenge my thinking and bring diverse perspectives is the key to success—and happiness. The only thing I fully trust is my own ignorance
With 30+ years in various roles (IT consulting, engineering, sales, and sales leadership), Jillian Swenson’s expertise spans hardware, software, and services at companies such as HPE, Dell, VMware, and AWS. She is a veteran sales leader with experience spanning the public sector, commercial, and telecom industries. A classically trained Enterprise Architect turned sales leader, Jillian pushes her teams to deliver comprehensive IT solutions with measurable business impact. Jillian is a lifetime resident of Hampton Roads and currently resides in Virginia Beach, Virginia with her husband, Scott. She has served on various local boards such as Tidewater AFCEA and the Norfolk Botanical Garden.
Recently, in an exclusive interview with Digital First Magazine, Jillian shared her professional trajectory, insights on diversity and inclusion in tech, 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.
innovative solutions, especially in developing technology areas such as AI/ML.
You were recently recognized as one of the Top Women Leaders of Virginia Beach for 2024. Our readers would love to know the secret mantra behind your success.
My favorite business book is “The No Asshole Rule”. While the title is somewhat tongue in cheek, I believe in surrounding myself with a diverse group of smart, hardworking people for whom I have respect. The only thing I fully trust is my own ignorance. Working with people that have different perspectives, challenge my thinking, and genuinely enjoy being part of my team is the key to success AND happiness at work.
Who has been a personal role model or mentor to you throughout your career?
I’ve been fortunate to have several wonderful mentors throughout my career. However, my role model has always been Jane Austen. As an author she uses humor to challenge societal norms. Her female characters are strong and smart. However, she shows that there are many different ways for women to be strong. For Austen, there was no single view of successful womanhood.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I am a voracious consumer of books, audiobooks, and podcasts across a wide spectrum of topics. You never know what will inspire you or give you a new perspective. As for motivating my team, here’s what they tell me. They are motivated to bring their “A” game because I’m
Make your voice strong. Own your mistakes, but stop apologizing as part of your conversational style. Men don’t do it—so why should women?
authentic and transparent. When there is trust and a shared vision, you can ask people to do extraordinary things.
What is your favorite quote?
Maya Angelou 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”.
Where do you see yourself in the next 5 years?
I want to continue leading sales teams in the technology industry. I like being on the
technology forefront, so areas such as GenAI, Cybersecurity, and High-Performance Cloud Computing are particular areas of interest for me.
What advice would you give to aspiring women in technology?
Make your voice strong. For example, if you truly caused harm, own it and apologize. Otherwise, stop apologizing simply as part of your conversational style. It took me a year, but I removed the word “sorry” from my vocabulary. Men don’t walk around apologizing, so why should women?
Jumping on the Buy Now Pay Later Train
Moshe Winegarten, Chief Revenue Officer at Ecommpay
Buy Now Pay Later (BNPL) is now a well-established payment option offered by many e-commerce businesses. However, research has identified that around a third are not offering this payment option in any form. With many FinTechs and banks withdrawing from the BNPL market in the past two years, retailers could be forgiven for thinking the solution is on its way out. However, they may be relieved to hear that taking control of BNPL within their own payment platform could allow them to continue offering this popular solution. It makes sense because it helps increase conversions by spreading customer payments to increase affordability.
From the 70s to the 2020s
Although the concept of buying now and paying later is nothing new – home shopping catalogues were very much a feature of the depressed 1970s economy – the rise of ecommerce allowed it to be reinvented for the digital age. The pandemic further bolstered its success, with online shopping increasing rapidly and consumers benefiting from the ability to spread costs during the ongoing post-pandemic economic challenges and cost of living crisis.
As interest rates remain high and salaries fail to rise to match inflation, BNPL can bring great benefits to both consumers and merchants when used responsibly. A recent survey we commissioned found that 94% of travel
The conversion potential of BNPL shouldn’t be ignored—33.2% of British shoppers would remove items from their baskets if BNPL was not available at checkout
Joining Ecommpay in 2022 to scale the company’s robust and innovative products, Moshe is a global payments expert with extensive experience in FinTech across consumer and commercial banking and payments, for companies including Visa, Barclaycard and Accenture. His roles have spanned strategy, product, sales, business development, and customer engagement and management. An established thought leader within FinTech, Moshe has authored a number of papers, as well as spoken at numerous events around the world, promoting FinTech and payments innovation.
Retailers may be hesitant due to regulatory uncertainty, but taking control of BNPL within their own payment platforms could allow them to offer this popular solution with greater flexibility
companies expect customers to use the method more frequently next year, while 78% of all retailers were similarly optimistic.
Convenience and flexibility are two key factors boosting the popularity of BNPL, leading consumers to buy items of higher value when compared with credit cards which typically have higher interest rates. Our consumer research suggests that more consumers would turn to BNPL (34.9%) than to credit products (25.8%) in the current economic climate. And 45.2% of retailers offering BNPL have seen turnover increase in the last year. However, this leaves almost half of retailers out of the BNPL race. What’s holding them back?
The regulation spectre
The majority of Buy Now, Pay Later companies have been around since the 2010s. In that time, a handful of companies have dominated the market. The BNPL model has also evolved, with niches carved out, partly due to regulatory changes and partly in response to economic instability. It’s regulatory scrutiny that is likely to see the sector evolve further in the coming years. It is also possible that regulatory focus is what is causing some merchants to hesitate in adding BNPL to their payments offerings. But in a competitive landscape this could be a mistake.
The conversion potential
The conversion potential of BNPL shouldn’t be ignored. Our recent research found that 33.2% of British shoppers would remove items from their baskets if BNPL was not offered at the point of payment.
For the merchant, the big question is what sort of BNPL will their payment provider be able to offer. The name that immediately springs
to mind when talking about BNPL is, of course, Klarna – the market leader in the ‘own-brand’ sector. A fully licensed bank regulated by the Swedish Financial Services Authority, Klarna was one of the first BNPL companies and focused heavily on promoting its business to raise awareness, further accelerating its growth. Its early investment paid off and the brand is probably big enough to weather any regulatory or economic changes.
Losing customer control
However, the ‘own-brand’ BNPL providers also present a potential risk for merchants which could be another reason some haven’t yet added BNPL to their payment options. With significant investment made in building their brand, the BNPL brand could be bigger than the merchant’s. Some merchants may be concerned that customers will follow the BNPL provider, rather than their own brand.
An alternative is BNPL aggregators who will act as an intermediary between multiple BNPL providers to provide customers with a choice at the checkout. Through a single platform, merchants can access a panel of lenders which seamlessly integrates into their checkout - all a customer has to do is select BNPL as a payment method and after assessing their eligibility across multiple lenders, they will be presented with the best shortterm financing options available to them.
By expanding beyond own-brand BNPL, merchants can increase acceptance rates, and therefore conversion rates without having to enter partnerships with multiple providers.
The conversion potential
The conversion potential of BNPL shouldn’t be ignored. Our recent research found that
BNPL has evolved beyond short-term financing— providers now offer interestfree plans for up to 12 months and highvalue loans up to £30,000, expanding accessibility for premium purchases
33.2% of British shoppers would remove items from their baskets if BNPL was not offered at the point of payment.
For the merchant, the big question is what sort of BNPL will their payment provider be able to offer. The name that immediately springs to mind when talking about BNPL is, of course, Klarna – the market leader in the ‘own-brand’ sector.
A fully licensed bank regulated by the Swedish Financial Services Authority, Klarna was one of the first BNPL companies and focused heavily on promoting its business to raise awareness, further accelerating its growth. Its early investment paid off and the brand is probably big enough to weather any regulatory or economic changes.
Losing customer control
However, the ‘own-brand’ BNPL providers also present a potential risk for merchants which could be another reason some haven’t yet added BNPL to their payment options. With significant investment made in building their brand, the BNPL brand could be bigger than the merchant’s. Some merchants may be concerned that customers will follow the BNPL provider, rather than their own brand.
An alternative is BNPL aggregators who will act as an intermediary between multiple BNPL providers to provide customers with a choice at the checkout. Through a single platform, merchants can access a panel of lenders which seamlessly integrates into their checkout - all a customer has to do is select BNPL as a payment method and after assessing their eligibility across multiple lenders, they will be presented with the best shortterm financing options available to them.
By expanding beyond own-brand BNPL, merchants can increase acceptance rates, and therefore conversion rates without having to enter partnerships with multiple providers.
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 ?
Safeguarding the Digital Frontier
Ricardo Johnson, VP, Chief Information Security Officer, Dentsply Sirona
Hi Ricardo. What drew you to cybersecurity, and how did you begin your career in this field?
It was 1991 during my sophomore year when I was frustrated with my then major, when my dad uttered the following life altering words, “I heard about this thing called the internet. I think it’s going to be big, perhaps you should try something in that field”
I began as an intern building PC’s and setting up networks for medical and law offices. Naturally, their files needed protection.
What do you love the most about your current role?
Blending business acumen with technology. I view cyber as a business function. It’s just
that we specialize in communicating the probability, prevention and mitigation of risk as an impediment to business value.
I also enjoy the adrenaline that comes with the fact that every day is a unique adventure. I am never bored. Perhaps that’s my undiagnosed ADHD
What skills and expertise do you believe are essential for aspiring cybersecurity professionals to develop in the next 2-3 years, and how are you investing in talent development within your organization?
Emotianal Intelligence. Computers are inherently dumb. They do what they are programmed to do. However, the true risks,
Cybersecurity is a business function that requires empathy and people skills. Those two must be the foundation upon which you build your technical expertise
Ricardo Johnson currently serves as the VP, Chief Information Security Officer for Dentsply Sirona, a global medical device manufacturer and dental consumables producer in over 120 countries, where he oversees corporate and product security across its global portfolio including cloud, IoT, hardware and supply chain. Ricardo has over 25 years of experience in the information technology industry having held security, privacy, and IT leadership roles across several business verticals.
Prior to Dentsply, Ricardo served as VP and Chief Information Security Officer for Citrix where he oversaw product, enterprise security, risk and compliance. He also held senior leadership roles at Dropbox, CrowdStrike, Ryder System Inc, KPMG including Chief Privacy & Risk officer at Burger King Corporation. Ricardo holds an MBA from The Chapman School of Business and a BBA from Florida International University. He is a regularspeakeroncybersecurity,dataprivacyand risk topics. Some of his speaking engagements includes the following: the Gartner Risk Summit, Visa PCI Symposium, WorldCompliance Summit, IAPP, Cloud Security Alliance (CSA), Institute of Internal Auditors (IIA) and Compliance Elliance Journal (CEJ).
Recently, in an exclusive interview with Digital First Magazine, Ricardo shared his professional trajectory, insights on the evolving role of CISO in the next 5 years, personal hobbies and interests, his favorite quote future plans, words of wisdom, and much more.The following excerpts are taken from the interview.
rewards, barriers and opportunities will always lay with the humans. Our customers, end users
AI Mastery. Understanding the technology and to ascertain the business use cases and expertly articulating the risks associated with each. Distinguishing hype vs truth and how best to leverage the technology to enhance cybersecurity activities.
How do you stay current with emerging trends and technologies in data and analytics, such as AI, machine learning, and cloud computing?
Paid threat intelligence. I receive daily threat biefings tailored to my business risks (industry, geographic presence, technology stack).
My peers. I belong to multiple CISO and vendor Slack channels and LinkedIn groups
Podcasts. Which I listen to while exercising or walking the dog.
How do you envision the role of the CISO evolving in the next 5-10 years?
I believe the role will evolve into something similar to that of the current chief risk officer at financial institutions. CISO’s will be expert advisors to the business regarding the strategy and risks associated with the portfolio of outsourced computing services, such as SOC, SaaS, PaaS, DaaS required for business operations.
Is there a particular person you are grateful for who helped get you to where you are?
C Mack, a now retired senior executive who mentored me during my time in college. He
told me to learn the roles of the 4 peers that I would need to interact with so that I can have empathy and be be a fantastic partner. I took that advice to heart and it led me to take roles in Finance, Legal, Audit and persue my MBA. He was correct. The vantage point offered from these roles continues to help me and my team effectively remove barriers to collaboration with these key business partners.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I keep my mind sharp by making time to disconnect. During these times, I like to play soccer, mountain bike, volunteer and spend time with my friends and family.
I motivate my team by trying to eliminate subjectivity and give clear measurable goals. I like to define what good and conversely bad looks like.
What is your favorite quote?
Unless a kernel of wheat falls to the ground and dies, it remains only a single seed. But if it dies, it produces many seeds.
Where do you see yourself in the next 5 years?
I would love to have a technology related role with P&L responsibilities.
Secondly, I hope by then to have clarity in what my second act, post corporate world, will look like.
What advice would you give aspiring cybersecurity professionals?
Cybersecurity is a business function that requires empathy and people skills. Those two must be foundation upon which your build your technical expertise.
Driving Business Growth Through Digital Integration
Pranav Kapoor, AVP Audit, Digital, Data Analytics & IT Advisory AVP Audit, Digital, Data Analytics & IT Advisory, Sun Life
Hi Pranav. Can you walk us through your background and what you’re most passionate about in your work?
I have worked in Analytics / AI / ML for many years now. I started when using macros was fancy and was considered human task automation. Over the years, I have learnt a lot from my colleagues, explored and learned to code and run proof of concepts in Analytics / ML / AI. I started with an MBA in Finance and Strategy and am grateful to be an alumnus of two universities – The Chinese University of Hong Kong and Indian Institute of Management, Ahmedabad (IIMA), India.
I like to solve problems, and that probably resonates with how my career naturally went in this direction. Problem solving needs data, and manipulation of data to bring insights that has led the journey from reporting to analytics to now Gen AI.
What aspects of your current role bring you the most joy and fulfillment?
I have been fortunate enough to work with colleagues and organizations that have always been at the forefront of developing new solutions. Any role that keeps my thinking, and provides me an opportunity to challenge myself,
Problem-solving needs data, and manipulating data to bring insights has led the journey from reporting to analytics to now Gen AI. Every step forward is an opportunity to innovate
Pranav Kapoor is a seasoned professional with over 17 years of experience in driving digital innovation, AI, and analytics strategy. He has expertise in integrating business strategy, analytics, and technology to deliver strategic and financial goals. Pranav currently serves as the Global Head of Advanced Audit Analytics at Sun Life, where he is responsible for building the nextgeneration analytics strategy, goals, and roadmap on digital integration. He has a proven track record of leveraging data and technology through an Analytics Center of Excellence to deliver deeper business insights and expanded risk coverage. Pranav’s achievements include being a ‘Stars of Excellence’ nominee for Best High Performing Teams across Manulife globally and receiving recognition for his work on machine learningbased AML initiatives for continuous auditing. He is also actively involved in community service, including with the IIM Canada Community Services and the Canada India Tech Forum. Pranav holds an MBA from the Chinese University of Hong Kong and the Indian Institute of Management (IIM-A), as well as a Bachelor of Engineering in Electronics and Communication. Recently, in an exclusive interview with Digital First Magazine, Pranav shared his professional trajectory, personal hobbies and interests, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
is amazing. As they say – if you aren’t moving, you are probably dead.
What emerging technologies or techniques (e.g., AI, machine learning, deep learning) are you exploring to stay ahead in analytics?
AI is a vast space, and the most challenging question to answer is what constitutes AI or
how do you define it with the numerous powerful use cases and likely, without offending anyone. I am not necessarily tied to a particular technology / technique, rather more interested in how even the smallest bit of rule-based algorithms can solve a business’s problem. With the same spirit, Gen AI does offer a fair bit of applications that can help businesses and users free up
most manual tasks and help them be more productive and more organized.
I am also excited about how AI and Ethics Governance continues to evolve. As AI becomes more ubiquitous it is vital to make sure that we try understanding the best we can and have the right guardrails around it.
How do you stay up-to-date with the latest analytics trends and research?
Mostly, reading through industry research, and industry conferences. I do like to hear from different folks and try meet my industry colleagues to hear from them firsthand.
What leadership qualities and skills do you believe are essential for driving growth and transformation, and how do you embody those qualities in your own leadership style?
The best executive is the one who has sense enough to pick good men to do what he wants done, and
self-restraint to keep from meddling with them while they do it.” - Theodore Roosevelt
I like to give my team opportunities, for them to grow, to challenge themselves, and to share their vision and results with the leadership. I don’t believe in being a hiccup in situations, and encourage them to share their thoughts directly, yet diplomatically and avoid going in circles.
Who has been a personal role model or mentor to you throughout your career?
I learned a lot from my colleagues, over the years and by observing, my parents and family. My parents, and my uncle and aunt who I lived with in Hong Kong, demonstrated the value of hard work, how to keep going even with difficult situations at hand, being dedicated and serious to you work and goals, and keeping your family and friends together. Another is a colleague who I remember would say ‘Get up, Dress up and Show up’.
I like to give my team opportunities—to grow, to challenge themselves, and to share their vision. Leadership is about trust, not interference
If you aren’t tired at the end of the day, you didn’t use your day well. Staying engaged, learning, and pushing forward is what drives success
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I like to hit the gym every day, and staunchly believe that at the end of the day, if you aren’t tired, you didn’t use your day well. Talking to friends and family, my wife and my son helps me stay grounded.
I treat my team as I would treat a friend, so we share thoughts and take time to discuss challenges and situations. I also encourage them to talk to our leaders and understand how business goals impact our deliverables.
What is your favorite quote?
I use a lot of quotes – some favorites are ‘You got to do, what you got to do’ and ‘This too shall pass’ to when I want to focus solely on my tasks I remind myself - ‘Not my circus, not my monkeys…’
Where do you see yourself in the next 5 years?
I would like to be more impactful with solutions for business problems. I see the analytics executive’s role evolving to be more part strategy, part operations using data and technology and enabling value for the leaders.
What message or advice would you give to aspiring professionals who are interested in pursuing a career in tech? Have an open mind, till the time you don’t try, you won’t learn the importance and the impact. Always be willing to go the extra mile and learn to fail fast. If you ‘Get up, Dress up and Show up’ that’s half the battle won.
