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Sarath Shyam
Transformation Is a Team Sport
Ionce asked a friend who runs a family business how he manages change. He smiled and said, “I treat it like laundry. It piles up if I don’t deal with it regularly.” Funny—but he’s right. Change, if ignored, becomes a mountain. But if embraced consistently, it becomes a rhythm.
That’s exactly where we are today. Transformation isn’t just happening to us—it’s being driven by us. Across industries, leaders are no longer waiting for disruption to knock on the door. They’re inviting it in, asking it tough questions, and using it to shape something better.
So what’s the big idea? It’s something called the Transformational Hypothesis—a fancy phrase, yes, but here’s what it really means: change isn’t a one-time fix. It’s a long game. A mindset. A
habit. Whether you’re in healthcare, retail, finance, or any space in between, those who thrive are thinking ahead, moving fast, and adapting faster.
Of course, technology is front and center— AI, automation, cloud everything. But here’s the twist: it’s not just about tech. It’s about people. Culture. Leadership. And the courage to let go of “how we’ve always done it.”
In this edition of Digital First Magazine, we dig into what real transformation looks like. Our cover story features Lucimary Henrique, Chief Revenue Officer for South Latam at Capgemini. She’s seen transformation from every angle—tech, strategy, customer experience—and brings a refreshingly human lens to the conversation. Lucimary shares her success mantra, leadership insights, and even a peek into life outside her high-powered role.
But that’s just the beginning. You’ll find ideas, stories, and expert takes from around the world—each one offering a different perspective on how to build for what’s next.
At Digital First, we believe transformation is a team sport. It takes vision, effort, and a little bit of mess along the way. So, as you flip through this issue, ask yourself: What can I transform today—just a little? A habit? A mindset? A process?
Let’s keep the conversation going. Because the future doesn’t arrive fully formed. We build it together. And we’re grateful to be building it with you.
Happy Reading!
LUCIMARY HENRIQUE
CHIEF REVENUE OFFICER FOR SOUTH LATAM, CAPGEMINI
CHAMPIONING INCLUSIVE LEADERSHIP IN CONSULTING AND BEYOND
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Helping Businesses & Leaders Solve Complex Problems through Data
Ananeya Abebe, SVP, Director of Data Risk Governance, KeyBank
Empowering a Sustainable Future Through Data-Driven Innovation
Mei May Soo, Chief of AI Global Solution Specialist, Dell Technologies, Exco AI HPC Chapter, SGTech
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Anime, Pop Culture and Their Positive Influence on Business and People Dynamics EXPERT OPINION
Pascal Milfeit, Transformation | Sparring | Speaking at Milfight Adventures
Diallo Gentry, Head of Security, Privacy & Risk, XSELL Technologies Transforming Security, Building Trust INSIGHTS
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LEADER’S INSIGHTS
Don Baham, Chief Information Security Officer, Rubicon Founders Pioneering a Secure Digital Future
Ariela Nerubay Turndorf, Adjunct Professor, University of Southern California & Author Elevating Brands, Inspiring Change
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Laura Alexander, Head of Data Services, Hodge Igniting STEM Passion in Young Minds
Bradley Cooper, Associate Vice President Technology, SASR Workforce Solutions Empowering Businesses to Succeed Through Innovative Technology Solutions
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COVER STORY
LUCIMARY HENRIQUE
CHIEF REVENUE OFFICER FOR SOUTH LATAM, CAPGEMINI
CHAMPIONING INCLUSIVE LEADERSHIP IN CONSULTING AND BEYOND
Lucimary Henrique, Chief Revenue Officer for South Latam at Capgemini, has been recently recognized as one of the Top 25 Women Leaders in Consulting for 2025 by The Consulting Report. With a career built at the intersection of technology, strategy, and customer experience, she is known for her visionary leadership in driving digital transformation and growth. Throughout her journey, she has championed inclusive leadership, empowered high-performing teams, and led large-scale transformations across multiple industries.
Prior to Capgemini, Lucimary was Regional Vice President at Salesforce for over 4 years, Director of Innovation and Pre-Sales at Oracle for over 5 years, Head of Marketing at Suzano Pulp and Paper, and worked for many years at Deloitte leading transformational technology projects. Lucimary is also an advisory member of 3 companies and a mentor for women entrepreneurs, as well as a Professor at Fundação Getulio Vargas (FGV). She is completing her Chief Revenue Officer Program at Wharton University in June 2025.
Recently, in an exclusive interview with Digital First Magazine, Lucimary shared insights on the concept of Transformational Hypothesis and how to apply it to different industries, the secret mantra behind her success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What drives your passion for digital transformation and customer experience?
I’m passionate about digital transformation because I believe in the power of technology to truly elevate the human experience. It’s not just about innovation—it’s about inclusion, accessibility, and impact. Every transformation is an opportunity to create something better: more seamless, more meaningful, and more connected. What drives me is the ability to shape the future while solving real problems today. When technology is used strategically, it can go beyond creating seamless experiences — it can unlock new revenue streams and generate lasting value. It’s inspiring to witness digital journeys that are not only efficient but also emotionally engaging and purpose-driven.
What do you love the most about your current role?
What I love most is the opportunity to drive impact both externally and internally. I have the privilege of influencing our clients’ strategic growth while also empowering the incredible teams I work with every day. I get to work with diverse industries, talented people, and complex challenges that require constant innovation. It’s a role that balances analytical thinking with creativity — and that keeps me inspired every day. I can help our clients unlock new growth paths through digital innovation. It’s a space where curiosity meets impact — every day brings a new challenge, a new possibility, and a new way to grow.
EXECUTIVES MUST THINK BEYOND EFFICIENCY TO STRATEGIC ORCHESTRATION—HOW THESE TECHNOLOGIES CAN UNLOCK NEW BUSINESS MODELS AND ELEVATE BRAND TRUST
Can you elaborate on your concept of “Transformational Hypothesis” and how you apply it to different industries?
The Transformational Hypothesis is the belief that every business challenge holds the seeds of transformation—if we ask the right questions. It’s a framework I use to reimagine outcomes, not just processes. Across industries, I help clients shift from incremental improvements to bold, hypothesis-driven change that integrates technology, data, and design to drive revenue growth, operational excellence, and market differentiation.
What role do you think AI and automation will play in shaping the future of customer experience?
AI and automation are rewriting the rules of customer experience. They’re not just making things faster—they’re making them smarter, more personal, and more intuitive. But the future belongs to those who use these tools to humanize experiences, not just digitize them. Empathy and ethics will be just as important as algorithms. Executives must think beyond efficiency to strategic orchestration—how these technologies can unlock new business models and elevate brand trust.
Congratulations on being recognized as one of the Top 25 Women Leaders in Consulting for 2025. Our readers would love to know the secret mantra behind your success.
Thank you! If I had to choose one mantra, it would be: Lead with vision, act with heart. My journey has been guided by a deep sense of purpose, a relentless desire to learn, and
the courage to take risks. I’ve been fortunate to work with inspiring people and to build bridges between ambition and impact. Success, to me, is about lifting others as you rise.
How do you stay up-to-date with the latest trends and technologies in your field?
I stay curious. I read, I listen, I ask questions. I learn from my clients, from my teams, from startups, and from the next generation. I believe the future is a dialogue, not a download—and staying relevant means staying in conversation with the world around you.
I also make time for deep dives into industry reports, thought leadership, and research papers. Peer networks, mentoring circles, and executive events keep me grounded in what others are doing and learning. And perhaps most importantly, I pay close attention to what clients are asking for—their challenges often signal where innovation is needed next.
Is there a particular person you are grateful for who helped get you to where you are?
Yes — many, in fact. I’m especially grateful to my family, the leaders I’ve worked with, and the incredible teams I’ve had the privilege to lead and learn from. In today’s complex environments, nothing meaningful is achieved alone. Throughout my career, I’ve been fortunate to have many allies and mentors who stood out by challenging me to believe in my voice and to lead boldly, even when I felt like the outsider in the room. Their belief in me taught me how to believe in myself. I carry that lesson with me and do my best to pay it forward to others who are still discovering the strength of their own leadership.
GREAT LEADERS DON’T HAVE ALL THE ANSWERS; THEY ASK THE RIGHT QUESTIONS AND EMPOWER OTHERS TO LEAD WITH THEM
What are some of your passions outside of work? What do you like to do in your time off?
My son!!! I enjoy spending time with my family! I love to travel, explore different cultures, and dive into books that challenge how I see the world. I also mentor women in tech and consulting — it’s something I’m deeply passionate about. Outside of the boardroom, I find joy in meaningful conversations, beautiful places, and the kind of quiet that lets ideas grow.
How do you approach leadership and team management, and what qualities do you believe are essential for effective leadership?
To me, leadership is about creating space — space for people to grow, to speak up, to thrive. I lead with trust, clarity, and empathy. Great leaders don’t have all the answers; they ask the right questions and empower others to lead with them. The best teams I’ve worked with are built on authenticity, collaboration, and shared purpose. Empathy, adaptability, and strategic
clarity are, in my view, the essential ingredients of great leadership today.
What is your biggest goal? Where do you see yourself 5 years from now?
My biggest goal is to keep expanding the impact I can make — on businesses, on people, and on the future of inclusive leadership. In five years, I hope to be influencing global strategy at scale, shaping the next wave of sustainable and human-centered innovation, and continuing to build spaces where diverse talent can thrive.
What advice would you give to companies looking to leverage digital channels to expand their customer base? Start with listening. Digital transformation is not about channels — it’s about connection. Understand who your customers are, what they value, and how you can serve them in ways that are personal, relevant, and responsible. The most successful companies are those that combine technological ambition with a deep sense of human insight and care. And most importantly — stay agile, because the customer is evolving faster than ever.
Helping Businesses & Leaders Solve Complex Problems through Data
Ananeya Abebe, SVP, Director of Data Risk Governance, KeyBank
Hi Ananeya. Can you walk us through your background and what you’re most passionate about in your work?
My career began right after the 2008 financial crisis during the early days of the Dodd-Frank era, where I joined the Federal Reserve Board of Governors in Washington, D.C. It was here that I first encountered the power of data at a macroeconomic level—and the critical role data quality plays in decision-making. I worked primarily with deposits data from financial institutions, helping to aggregate it for the Fed’s balance sheet. That data was also leveraged
to shape monetary policy forecasts—an experience that underscored how essential clean, accurate data is to making high-stakes macroeconomic global decisions.
From there, I transitioned into consulting, helping clients across financial services, civilian, and defense industries solve their data management and analytics challenges. This phase gave me a 360-degree view of the data ecosystem—from fragmented data landscapes to the importance of completeness, accuracy, and governance in driving effective business decisions and
I enjoy building structures that allow organizations to speak a common data language across functions, unlocking real value from their data assets
Ananeya Abebe is a data strategy, governance, and analytics leader recognized as one of the Top 40 Under 40 Data Leaders by CDO Magazine in 2024. With over 15 years of experience, he specializes in developing riskresilient data frameworks, driving innovation, and aligning governance with business growth. Currently, Ananeya plays a key role at KeyBank, advising on data risk management and strategic initiatives. His career spans impactful roles at Capital One, Navy Federal Credit Union, and the Federal Reserve. Beyond work, Ananeya serves on the board of the Washington Leadership Academy and is passionate about photography, travel, and family life.
Recently, in an exclusive interview with Digital First Magazine, Ananeya shared his professional trajectory, the secret mantra behind his success, personal sources of inspiration, significant career milestones, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
When businesses lack a clear inventory, they can’t adequately protect their data—especially with threats evolving faster than defenses
reporting. Working with clients in various industries allowed me to develop a deep understanding of organizational challenges and how tailored solutions can unlock business value.
My next step brought me to Capital One, where I worked within their second line of defense data governance team. There, I helped businesses manage data risk while enhancing data-driven capabilities, aligning those efforts with the needs of stakeholders like customers, investors, and regulators. Later, I continued this work at Navy Federal Credit Union, where I helped establish foundational capabilities for the enterprise data governance program.
Today, I bring these combined experiences— spanning regulators, consulting, and financial institutions—to KeyBank, where I focus on building and operationalizing a data risk management program within the second line of defense. My goal is to strike the right balance between maximizing the value of data while managing the risks that come with it. We’re working in an environment that’s becoming more competitive, with increasing regulatory expectations, rapid technological change, and evolving ways of generating and consuming data.
What I’m most passionate about in my work is helping businesses and leaders solve complex problems through data. I enjoy building structures that allow organizations to speak a common data language across functions, unlocking real value from their data assets. In my view, the next decade will belong to those organizations that can not only manage their data effectively but also use it strategically. Those that get it right will have a clear competitive advantage in navigating the future.
What aspects of your current role bring you the most joy and fulfillment?
The most fulfilling part of my role is leading a team of talented, strategic leaders to help solve complex data challenges and watching how our efforts are starting to drive meaningful change. While progress isn’t always immediate, we are making small, incremental improvements every day—what I like to call laying individual bricks. Over time, these seemingly small steps will build a solid foundation—like constructing a home—and create sustainable, long-term value for the organization.
One of the most rewarding aspects is seeing the shift in culture and habits. More and more, I see teams embedding data governance and risk management practices into their daily work and strategic thinking. What used to feel like a compliance obligation is now becoming a natural part of how the business operates—and that’s where real transformation begins.
It’s deeply satisfying to know that each small win brings us closer to an environment where data is not just managed, but fully leveraged to create value, drive innovation, and manage risks effectively. Seeing these building blocks align, one by one, reassures me that the work we’re doing today will deliver compounding benefits well into the future.
What are the most significant data security challenges businesses are currently facing, and how can we address them?
Several interconnected challenges expose organizations to breaches, jeopardizing customers and business operations. Key issues include not having a clear inventory or catalog of
data, retaining unnecessary data, managing legacy systems with interoperability limitations, navigating third-party data sharing, and responding to evolving threats that outpace security controls.
A major risk I frequently see is the absence of a well-maintained data inventory or catalog. Without knowing what data exists, where it is stored, or how sensitive it is, organizations risk accumulating data that serves no purpose but increases exposure. The longer data sits unmanaged, the greater the risk of breaches, especially when security controls aren’t tailored to protect data across its lifecycle.
This is where data minimization becomes essential—keeping only what’s necessary for as long as needed, while ensuring the right controls are applied. This strategy helps organizations reduce their risk footprint and focus security efforts on high-priority areas.
Ultimately, bridging the gap between data awareness and control is critical. When businesses lack a clear inventory, they can’t adequately protect their data—especially with threats evolving faster than defenses. The solution lies in robust data governance frameworks that enable agility, accountability, and proactive risk management, ensuring trust and resilience with customers and stakeholders.
How
can leaders ensure data security and privacy in the face of increasing threats and regulations, especially in today’s AI era?
It starts with investing in people, processes, and technology to build a strong foundation of data governance capabilities. Leaders must be relentless in embedding and sustaining governance habits, measuring their effectiveness,
and continuously improving them to stay ahead of evolving threats. Governance isn’t a one-time task—it requires ongoing attention to ensure the organization remains resilient, agile, and aligned with both regulatory demands and technological changes.
A critical piece is demonstrating to executive leadership and the board that a solid defense enables the offense to score. A strong data security strategy doesn’t just reduce risks— it builds trust and unlocks new opportunities for innovation. When businesses know they are secure, they can move faster and more confidently, turning security from a constraint into an enabler.
In today’s environment, AI holds incredible potential to revolutionize industries, but it also brings new risks. With these capabilities come great responsibilities, and organizations must ensure that AI operates within a responsible framework that overlays governance and risk management principles. This is where data governance becomes crucial—because the quality, integrity, and accuracy of data used as inputs into AI systems directly affect the decisions AI makes. Poorly governed data can lead to biased, misleading, or even harmful outcomes, which could compromise business operations, damage reputations, or violate regulations. Without a solid data governance framework, AI becomes unpredictable, amplifying risks instead of delivering value.
Furthermore, the long-term costs of failing to invest in responsible AI—such as remediation expenses, regulatory fines, reputational damage, and customer compensation—far exceed the upfront investment required to integrate responsible AI into business strategy. AI can
only drive value sustainably if its outputs are aligned with organizational goals and built on a foundation of well-governed, trustworthy data.
I like to think of it as simple as this: What’s the point of buying and owning a high-performance car like a Lamborghini or McLaren if you’re just driving it through congested city streets without the proper preparation, infrastructure, or control? Having cutting-edge technology like AI is exciting, but it only delivers value when used correctly, by the right people, with the right data, and in the right environment. Leaders must invest in talent who understand both the power and risks of AI—people who can harness its capabilities responsibly, with ethics and accountability at the forefront.
This combination of data governance, talent, and strategic investment will allow organizations to not only manage threats effectively but also unlock the true potential of AI and data—driving growth, building trust, and staying competitive in a rapidly changing world.
You were recently recognized as one of 2024 Top 40 Under 40 Data Leaders. Our readers would love to know the secret mantra behind your success. What’s interesting is that I didn’t set out to build a career in data—it just happened organically. But from the beginning, I held onto a few core values: work hard, adapt to my surroundings, keep a growth mindset, and—no matter what— never compromise my morals or character. I believed that if I stayed true to these principles, I would find my way to the right destination— wherever that might be. For me, success is simply the byproduct of hard work, patience, persistence, and the right opportunities.
One of my core values is to give your best, no matter what you do—whether you’re a janitor, photographer, or data leader. It’s about having a relentless commitment to excellence in everything you touch. But I’ve also learned that being a trusted advisor requires more than technical skills. It’s about understanding
As a leader, being able to embrace vulnerability and show that you, too, have fallen and learned from it can be one of the most powerful skills to master
people’s challenges and harnessing the power of empathy to offer meaningful solutions.
And here’s something I live by: There is no performance evaluation more meaningful or accurate than the internal one you perform. Everything else—external recognition, feedback, or performance reviews—is just noise. What you think about yourself is what matters most. If you can look yourself in the mirror and know you’ve done your best, that’s the real success.
I also believe that harnessing your convictions as energy to connect with others is key. We are all human, and we all fail at something—that’s what makes us relatable. As a leader, being able to embrace vulnerability and show that you, too, have fallen and learned from it can be one of the most powerful skills to master. It builds trust and creates deeper, more meaningful connections with the people around you.
Along the way, I’ve found that surrounding yourself with bold, courageous leaders who will amplify your message and open doors is essential. Success doesn’t happen in isolation—it’s the result of building relationships, being persistent, and helping others grow along the way.
At the end of the day, if you stay rooted in your values and keep moving forward—no matter the challenges—success will come naturally. It’s not just about the destination, but about becoming the best version of yourself along the way.
What has been your most career-defining moment that you are proud of?
The recent CDO Magazine 40 Under 40 Data Leaders recognition is definitely a career-defining moment, not just because it acknowledges my contributions to the data and analytics field, but because it reflects the trust and belief of the people I’ve had the privilege to work with—leaders,
Fear is an invisible chain around your ankle, keeping you from becoming the best version of yourself
peers, and team members past and present. Knowing that those around me saw value in my efforts and took the time to nominate me is what makes this recognition truly meaningful. To me, it’s less about the accolade itself and more about the reassurance that I’m moving in the right direction. But this is just one step—success isn’t a destination. It’s a reminder to stay humble, keep learning, and continue serving others along the way.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Without a doubt, Michael Jordan. What I admire most about him is the mindset that drove his success—relentless dedication, an unshakeable work ethic, and the fearlessness to pursue greatness, even in the face of failure. Those are qualities I try to embody in my own journey: staying committed, embracing challenges, and finding ways to push forward when things get tough.
Beyond the basketball court, Jordan’s ability to transition into a highly successful businessman reflects a similar kind of strategic thinking. His partnership with Nike and the creation of the Jordan Brand transformed the sneaker industry and demonstrated how important it is to take calculated risks and trust your instincts. That blend of vision and conviction is something I deeply respect.
A conversation with him would go beyond the usual talk about success. I’d want to learn how he balances instinct with strategy, how he overcomes fear, and how he stays true to his principles no matter the environment. His journey embodies the idea that greatness is achieved by relentlessly pursuing what you
Success to me isn’t just about personal achievements, but about helping others grow by connecting with them authentically—embracing vulnerability and learning from failures
believe in—a philosophy that resonates with me and inspires my own path.
Is there a particular person you are grateful for who helped get you to where you are?
Absolutely. My parents are the people I’m most grateful for. Their story, their sacrifices, and their values are the foundation of everything I’ve achieved—not just in my career, but in life. They left Ethiopia during a time of political turmoil, knowing that doing so meant walking away from their culture, traditions, family, friends, and everything they had built over the years. Imagine giving up everything familiar—the life you worked so hard for—to start over in a new country, not for yourself, but so your children could have a better life, better education, and stability.
Their sacrifice didn’t come without hardship. There were times when they didn’t have the funds, but they still found ways to give me opportunities—whether it was access to a good education or experiences that allowed me to dream beyond what was visible at the time. It’s hard to fully capture what that kind of selflessness means. It’s a deep kind of love that’s tied to the hope that your child will be able to achieve things you never had the chance to.
More than anything, I am grateful to my parents for the values they instilled in me. They taught me that hard work, integrity, and perseverance are non-negotiables—whether or not anyone is watching. They showed me the importance of education—not just as a path to success but as a way to grow, think critically, and become independent. And they demonstrated, through their own journey, the power of faith,
trust, and hope. Watching them adapt to an unfamiliar environment—without ever losing their dignity or optimism—taught me that resilience isn’t just about surviving challenges but about doing so with grace and determination.
Every step I take, every decision I make, and every value I hold today is intertwined with the lessons and sacrifices of my parents. Who I am today—and whatever success I’ve achieved—is a reflection of their influence and example. Their journey wasn’t just about them, and in many ways, it’s not just about me either. It’s a story of legacy—a reminder that the most important things we build in life are not things we can hold, but things we pass on.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
To keep my mind healthy and stay resilient, I lean on a growth mindset. Life will throw challenges your way—sometimes small, sometimes overwhelming. But I’ve found that resilience begins with two fundamental principles.
The first: If you can control it, you can do something about it. If you can’t control it, don’t waste your energy worrying about it. A lot of mental clutter comes from obsessing over things outside our control. The key is to focus only on what’s within your power and let the rest go.
The second: Fear is an invisible chain around your ankle, keeping you from becoming the best version of yourself. We often become our own worst enemy—our harshest critic—caught up in worrying about how others will perceive us, striving for perfection, or fearing failure. But I say, so what? What if you’re not perfect? What if you fail? The real value lies in the experience, the lessons learned, and the conviction that builds
within you. Free yourself from those fears, and you’ll discover how empowering it is to just do it—win or lose. Every outcome, good or bad, gives you the fuel to keep growing. Fear limits you, but freedom through action builds you.
When it comes to motivating my team, I believe it starts with helping them see the bigger picture—the meaningful impact their work has on the organization. When people understand how their efforts directly influence outcomes and align with something greater than themselves, it ignites intrinsic motivation. Aligning work with personal values amplifies that motivation even more.
I also believe in the power of recognition. Acknowledging the contributions of every team member is essential—not just the big wins but the small, daily efforts that move us forward. When people feel seen and appreciated, it inspires them to keep giving their best.
Finally, building a strong team culture is essential for sustained motivation. Our team culture is built on transparency, a relentless work ethic, and authentic relationships. I encourage the team to share personal stories, celebrate each other’s achievements, and support one another in meaningful ways. When people feel safe to be themselves and connected on a deeper level, they show up with more energy, more passion, and more commitment to the work we do together.
In the end, resilience—whether personal or within a team—comes from connection and conviction. It’s about freeing yourself from the chains that hold you back, finding purpose in what you do, and surrounding yourself with people who support you along the way. When those pieces come together, both individuals and teams unlock their full potential.
Where do you see yourself in the next 5 years?
In the next five years, I see myself continuing to grow as a leader, solving complex problems, and making a lasting impact. Leadership is a journey, not a destination, and I want to keep refining the skills and perspectives I’ve developed—building on my experiences in regulatory, consulting, and financial services environments. Each challenge I solve today prepares me for the next, and I aim to stay at the forefront of innovation, balancing opportunity with responsibility.
A big part of my journey will be sharing my knowledge, convictions, and experiences to influence, inform, and inspire others. Success to me isn’t just about personal achievements, but about helping others grow by connecting with them authentically—embracing vulnerability and learning from failures. I want to lead in a way that builds trust, aligns intrinsic motivation with organizational goals, and creates environments where people feel valued, seen, and empowered to be their best.
As technology, particularly AI, continues to evolve, I will continue to focus on leveraging data as a strategic asset, ensuring responsible governance, and using innovation to unlock value without compromising ethics or trust. If there’s one thing I’ve learned, it’s that freedom comes from acting without fear— learning, failing, and growing along the way. I’ll continue embracing that mindset while building teams that feel motivated by both purpose and progress.
Ultimately, my goal is to align purpose with action—to ensure that the people, teams, and organizations I work with are left better than I
found them. Five years from now, if I can say I’ve stayed true to my values, helped others along their journey, and made a meaningful impact both professionally and personally, that will be my definition of success.
What message or advice would you give to aspiring professionals who are interested in pursuing a career in tech?
Regardless of the field, build your career on a foundation of strong morals, ethics, and self-belief. The world is constantly evolving, and investing in yourself ensures that your foundation remains strong no matter how things change. As I mentioned earlier, don’t let fear hold you back. Free yourself from those invisible chains, and you’ll discover how empowering it is to take action—win or lose, every experience helps you grow.
Data and technology are no longer optional—they are embedded in every industry, from healthcare to financial services, education, and the public sector. Tech and data skills are mandatory for future success, and those who embrace them will have a clear advantage. But beyond technical skills, focus on being a problem solver. Don’t just raise problems—think about solutions, and make sure those solutions address the root cause rather than just symptoms.
Finally, exercise your creativity muscles. Creativity amplifies your problem-solving abilities and can set you apart in an increasingly competitive world. Most importantly, stay grounded and resilient. The challenges you face—whether personal or professional—are just stepping stones. Keep moving forward, and you’ll unlock your full potential.
Transforming Security, Building Trust
Diallo Gentry, Head of Security, Privacy & Risk, XSELL Technologies
Hi Diallo. Can you please provide a brief overview of your background and experience in the tech industry?
Early in my career, I didn’t expect to find myself in tech—I had initially envisioned an academic path, but that’s a story for another day.
My journey started in system and network support within academic and small corporate environments. I was introduced to security when I transitioned to professional services, managing large-scale infrastructure for Fortune 100 data centers. This early foundation has
been invaluable, providing me with skills and experience I still rely on today.
As cybersecurity rapidly evolved, I expanded my expertise with roles in GRC, application security, and security architecture. These experiences led to security leadership roles where I focused on building robust security programs designed to protect information assets and sustain stakeholder trust.
I also gained perspective as a security vendor, a rewarding opportunity to help client organizations solve previously intractable
Having built data security and privacy programs from the ground up, my focus now is on optimizing these programs through performance improvements and automation
With two decades of leadership in information security and technology governance, Diallo Gentry is celebrated for building resilient, revenuegenerating security programs in heavily regulated industries. Recently named an A100 Award winner by CISOs Connect, Diallo has elevated companies through strategic risk management and a relentless commitment to excellence. As Head of Security, Privacy, and Risk at XSELL Technologies, he leverages over 20 years of experience to transform organizational security postures and sustain customer trust. A Chicago CISO of the Year operating committee member, Diallo works to advance the strategic role of security leadership in business success.
Recently, in an exclusive interview with Digital First Magazine, Diallo 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.
challenges and achieve their data security and privacy goals. Having built data security and privacy programs from the ground up, my focus now is on optimizing these programs through performance improvements and automation.
What are the most rewarding parts of your current role, and why?
Two key aspects of my role at XSELL Technologies make it especially rewarding. First, working with a growth-phase company is a unique experience. The business has reached a level of stability, has nailed down its productmarket fit, and has made impressive strides toward product maturity. Yet, the pace remains exhilarating and can instantly shift to breakneck speed. Small decisions can profoundly impact the business, and scaling effectively presents real, complex challenges. If you’re part of a growth-phase company and don’t feel you’re making a mark, it’s likely because you’re not looking hard enough.
The second aspect I find rewarding is the daily immersion in AI. Joining XSELL in 2021, I was drawn by the opportunity to explore how or if familiar security processes would need to adapt to the needs of ML Ops, e.g. container security, test data hygiene, and model integrity. Little did we know the waves generative AI would make when ChatGPT launched in 2022. It set new market expectations and prompted one of those breakneck responses. Now, two years later, we’re working from a new baseline, driving innovation in step with the AI landscape.
What are the most significant data security challenges businesses are currently facing, and how can we address them?
I can go so many different directions with this question, but I think I’ll choose what might be a little unexpected.
There are some outstanding data security leaders who work hard every day safeguarding
One
of
the
common features
across
these leaders is they do a great job of communicating information risks—security and/or privacy—to their management, their boards, or any other interested parties
their organizations and the interests of their stakeholders. I know these folks. They’re doing hard work and they’re making a difference.
One of the common features across these leaders is they do a great job of communicating information risks—security and/or privacy— to their management, their boards, or any other interested parties. That skill is critical to their success and critical to the programs they lead.
The reason these leaders are successful is because they tie those risks to measurable business objectives, e.g. retaining customers, capturing new revenue, increasing process efficiency or accuracy or something else that is quantifiable. It is my observation that the leaders who can do this prosper as do their teams as do their organizations.
There is another group of professionals that succeed in losing their stakeholders among the trees in the forest when they talk about technical or procedural deficiencies. They may show charts and trend lines, but does their show ‘n’ tell point to anything that stakeholders are truly interested in—regrettably, no.
And my point is not to unduly criticize these folks, but to simply say, that this is an area that we, as practitioners, should strive to improve by teaching, mentoring, sharing and always challenging ourselves to make incremental improvements every day.
How can leaders ensure data security and privacy in the face of increasing threats and regulations, especially in today’s AI era?
Tomes could be written answering this question but let me see what I can do to address it briefly. First, let’s focus on the language we use as we discuss the task of data security and privacy
leaders. I’m suspicious of the word ‘ensure.’ Are you really asking leaders for a guarantee that no harm–destruction, disruption, unauthorized exposure, market loss, fraud–will come to information assets and/or stakeholders? While protecting confidentiality, integrity, availability, and privacy is the goal, our efforts will never be perfect. Data security and privacy leaders are risk managers. Our job is to identify, assess, prioritize, develop, and implement reasonable controls to reduce the likelihood and impact of harm to assets and stakeholders.
Let me address threats and regulations separately, taking regulations first. I will focus my context on the US legal framework and, therefore, replace regulation with *legal requirements* to encompass statutory, regulatory, and common law concerning data security and privacy.
In short, security and privacy leaders have a mess on our hands. As of this writing, there’s no national, unifying, multi-industry minimum legal requirement for safeguarding stored, processed, or transmitted information in the United States. There are 16 states with comprehensive data privacy laws. The Health Insurance Portability and Accountability Act (HIPAA) only applies to protected health information/electronic protected health information (PHI/ePHI). The Gramm–Leach–Bliley Act (GLBA) applies to financial services and non-public information (NPI). While every state and territory has a data breach notification requirement, the most recent thorn in the side of security and privacy leaders is the SEC’s rule governing incident disclosure for public companies.
Adding one more straw, many organizations of all sizes do business internationally, so we
can’t leave out GDPR (EU), Privacy Act of 1988 (Australia), Chinese Cybersecurity Law (China), etc.
My point in showcasing all of this is to emphasize that leaders cannot and should not shoulder the burden of legal compliance alone. They must have other competent partners within the business, and responsible teams should leverage effective tools and systems whenever possible to manage the myriad processes, documentation, and controls required to demonstrate and maintain compliance.
As far as the actual threats are concerned, they may not be actually increasing, but year over year they become more nuanced, or evolve more quickly from one generation to the next. I’ll say more about that in a minute.
Many threats are very familiar to us and have persisted for multiple years. Using the _2024 Verizon Data Breach Investigation Report_ as a source, we see that:
- Credential theft
- Phishing
- Web application exploit
- Denial of service
- Malware/Ransomware’ continue to be the common vectors leading to security incidents across all organizations.
As far as AI’s contribution to this mess, it is contributing to the shorter cycles between successive generations of malware, and increasing their sophistication, e.g. phishing emails that contain entire threads to social engineer targets into thinking they are participating in an authentic message thread. In other scenarios, AI can help malware to avoid some detection methods and propagate more efficiently.
Legal requirements such as the EU’s Artificial Intelligence Act (AI Act) will
As far as the actual threats are concerned, they may not be actually increasing, but year over year they become more nuanced, or evolve more quickly from one generation to the next
establish minimum trust requirements for AI systems developed and deployed by legitimate entities in the EU. This, however, won’t have any effect on those capitalizing upon the misuse and corruption of AI technologies.
What has been your most careerdefining moment that you are proud of?
I’ve been fortunate to participate in many significant projects throughout my career, each
serving as a building block for professional growth. However, one experience stands out: while serving as Security Engineering Manager, I was the regional leader for a firewall centralization project that consolidated over 100 globally dispersed firewalls into a single operations center. This 15-month initiative, including both planning and execution phases, has been a reliable template for large change management efforts.
This project embodied every challenge inherent in large-scale transformations:
- Complex technical planning and coordination across multiple time zones
- Minimizing service disruption for global customers
One challenge I encountered involved working with a technology center serving energy sector clients. Their team initially resisted the centralization, citing concerns about responsiveness to their specialized customer needs. Rather than forcing compliance, I engaged directly with their leadership, listened to their concerns, and secured authorization to incorporate their feedback into the operating model. This collaborative approach not only won their support but improved the overall design of our centralized operations.
Despite the inevitable hurdles and learning moments, the project succeeded through persistent stakeholder engagement and meticulous planning. What made this experience career-defining wasn’t just the technical achievement but the lasting lessons about leading complex organizational change. The satisfaction of seeing diverse teams unite behind a common goal remains a significant milestone on my professional journey.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
There are too many possible people to pick from, but for now, I think I will go with an author on
my shelf, Nassim Nicholas Taleb. I enjoyed his book ‘The Black Swan: The Impact of the Highly Improbable’, and I have Antifragile on my list. While I’m sure there needs to be more than a one-hour session, any conversation with Taleb would provide sharp insight to increase my appreciation for the nuance of risk and complexity.
But if I could bend the question’s constraints a bit, I’d love to sit in on a discussion between Taleb and Douglas W. Hubbard, author of How to Measure Anything. I’m sure that conversation would yield a masterclass in risk analysis.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve had excellent guides and coaches throughout my career, but the singular person who enabled me to succeed as I have is my father.
It boils down to establishing and reinforcing the attributes that contribute to success—no guarantee of success, but critical attitudes and behaviors make it more likely, and my dad was the person who taught me these. Everything else was built on top of this.
For me, that core is:
- Be deliberate; create plans and commit to them
- Allow your plans to adapt when necessary or appropriate
- Anything worth doing, is worth doing well, and
- Persevere, things that start out difficult, get easier with repetition.
Certainly, there’s more, but these four have always been essential to me. And apparently, they work. Thanks, dad.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Staying healthy and resilient is about some simple truths. Eat well and exercise. Get a sufficient amount of rest. Do other things you enjoy, even little things; it doesn’t have to be extravagant. Give yourself grace. If something doesn’t go right today, you can try again tomorrow. Don’t take yourself too seriously. Respect and appreciate people: You never know when you may be the person who helps them make it through the day, and you never know when they might be the ones who return the favor to you.
Most team dynamics, including motivation, can be traced back to hiring decisions. Not to suggest that there is some perfect candidate for a role out there in the wild, but a person must bring professionalism, persistence, integrity, humility, and collaboration to the role. As one of my mentors offered to me when I was first promoted to management, “Search for attitude. Train for aptitude.”
That said, I am incredibly fortunate to have a team that exhibits those qualities and more daily. With that strong foundation in place, my key task becomes consistent and transparent communication. If I do a good job of keeping my team in touch with the value and benefits, we deliver to our stakeholders—our colleagues, board, investors, and customers— they take care of the rest. And sometimes, we’re the beneficiaries of our own efforts.
Where do you see yourself in the next 5 years?
In thinking about my career path, I no longer try to fit myself into specific roles or settings within a rigid timeframe. Early in my career, those types of goals led me to make one or two hasty choices. While there was no lasting harm—just a smidge of regret perhaps—I’ve come to value learning from each step, even the imperfect ones.
Now, I set broader objectives for the experiences I want. In five years, I see myself doing similar work to today on a larger stage with more reach and influence. This will likely
The satisfaction of seeing diverse teams unite behind a common goal remains a significant milestone on my professional journey
If you’re curious about how things work and aren’t afraid of making mistakes, tech can be incredibly rewarding
include implementing more automation to optimize security and privacy processes. So many tasks across organizations of all sizes are still done manually, as they were 10 or 15 years ago, and that needs to change. I also want to help foster the next generation of security and privacy leaders, sharing lessons from my journey so they can build on them and advance even further.
What message or advice would you give to aspiring professionals who are interested in pursuing a career in tech?
When I was a senior in high school, an assistant basketball coach from Ohio State University— I’m afraid his name escapes me—spoke at a school assembly and shared something that’s stuck with me ever since: “Make your work play; take your play seriously.”
There’s nothing better than enjoying what you do professionally. There are times when I’ve felt that I’m getting paid to do a hobby— and, believe me, there are also days when
it definitely doesn’t feel that way. But that enjoyment in the work gives you the resilience to get through those tougher days.
Technology is a field that never stops evolving. If you’re curious about how things work and aren’t afraid of making mistakes, tech can be incredibly rewarding. You’ll get the chance to solve meaningful problems, work with innovative professionals, and benefit financially—all while doing something that truly matters to you and others. But none of these matters if you don’t enjoy the work or the continual learning needed to keep up with the field.
And as important as technical skills are, don’t overlook the power of strong interpersonal skills. Whether you’re working within a team, with clients, or across departments, collaboration is at the heart of success in tech. Remember, you might work for a company, but your ability to work with people to achieve shared goals is often what makes the difference.
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 ?
Pioneering a Secure Digital Future
Don Baham, Chief Information Security Officer, Rubicon Founders
Hi Don. What drew you to cybersecurity, and how did you begin your career in this field?
I fell into information security. It was not something I sought out initially. While working for an IT consulting firm in a system administrator role, I was asked if I had any interest in security and risk management. The consulting firm had a separate division focused on risk management and security consulting. I enjoy change so in 2009 I said yes to security without really knowing what
I was saying yes to. Beyond saying yes to my amazingly supportive wife on our wedding day in 2003, that turned out to be one of the best “Yes” answers in my life.
My manager at the time mentored me through an accelerated onboarding to learn Linux (Ubuntu), penetration testing techniques, and the necessary tooling. I soon learned most of our client engagements included physical social engineering and penetration testing. Soon enough I was on assignment trying to break into financial
Resiliency is a secret superpower - it allows us to bounce back from all the inevitable glitches, bugs, and project hiccups
Don Baham is a business-focused Chief Information Security Officer and Security Technologist with 20+ years of experience in enterprise technology, and 15 of those years in information security. He is highly skilled in the planning and development of information cybersecurity strategy and best practices in supportoftheinformationtechnologyarchitecture. In his current role as Chief Information Security Officer at Rubicon Founders, Don is responsible for Information Security and IT Risk & Compliance for the Rubicon Founders portfolio of companies, prioritizing investments that strengthen defenses, achieve compliance, increase cybersecurity maturity, and reduce risk.
Don has earned a Bachelor of Science degree from Western Governors University and several industry certifications including Digital Directors Network Qualified Technology Expert (QTE), ECCouncilCertifiedChiefInformationSecurityOfficer (CCISO), ISC2 Certified Information Systems Security Professional (CISSP), and ISACA Certified Information Systems Auditor (CISA).
Recently, in an exclusive interview with Digital First Magazine, Don 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.
CISO role will continue to gain importance in organizations everywhere and security in general will rise to the level of visibility it should have been for some time
institutions, high rise office buildings, and datacenters (all legally of course). I’m grateful to have started my cyber career through red team work, the thrill of the chase always got the heart racing. Pen testing was also a good use of my system and network administration experience from the previous 10 years working in infrastructure administration.
What do you love the most about your current role?
As I mentioned previously, I enjoy change and in my current role there is constant change. I also enjoy building, and my position allows me to do that as well. Starting new companies and participating in acquisition transactions means I am continually pulled into new projects with diverse requirements. The environment allows space to strategize and create while also holding on to performance outcomes. Security is an integral part of how we structure company operations from the beginning of the life of a portfolio company, so my team is in the early conversations as the businesses are forming.
What skills and expertise do you believe are essential for data professionals to develop in the next 2-3 years, and how are you investing in talent development within your organization?
Most important to me are the less tangible skills such as resiliency, adaptability, and emotional intelligence (EQ). Resiliency is a secret superpower - it allows us to bounce back from all the inevitable glitches, bugs, and project hiccups. When things go off the rails (and they will), we need to dust ourselves
off, learn from it, and keep going. Adaptability provides the ability to be a tech chameleon. New tools, shifting goals, sudden changes - it’s all part of the game. Staying flexible keeps us ahead, no matter how fast things move. And finally, EQ - that’s the secret sauce for working with people. Technology may run on code, but teams run on emotions. Being able to read the room, support colleagues under pressure, and keep cool when things heat up. That’s just as important as solving the toughest security challenge.
How do you stay current with emerging trends and technologies in data and analytics, such as AI, machine learning, and cloud computing?
The top three ways I stay ahead on current and emerging trends are: networking, networking, and more networking. Peer groups and security associations are the primary way that work for me to make sure I’m keeping up with and stay ahead of the curve. Cultivating authentic community with peers, tangent industries, and people I admire are vital to my success in this area. For example, with AI, as security leaders we must be out in the lead learning about how businesses are going to leverage AI as a competitive advantage and solution ideas to do so as securely as possible. There are plenty of technology and business focused conferences, workshops, and get togethers where these topics are being discussed and debated. We must take the initiative to find our way into those conversations to keep pace with the businesses we are helping to protect.
How do you envision the role of the CISO evolving in the next 5-10 years?
I would like to say the CISO role will continue to gain importance in organizations everywhere and security in general will rise to the level of visibility it should have been for some time. I’m not as optimistic as others on this evolution. For that evolution to be successful, I believe CISOs need to be working on the skills that will help them be seen as a member of the executive team. CISOs need to understand sales, marketing, budgeting, enterprise risk, operations, human capital management, etc. As a well-rounded executive, CISOs can elevate their profile and impact in an organization. But I’m not seeing a majority of CISOs grab onto this thought process yet. And so, I think what could happen over the next 5-10 years is the CISOs that are focused on noncyber professional development and broader impact will end up moving on to other C-level roles such as CIO or COO and leaving the traditional CISO role to those who want to stay more technical and less involved in the rest of the business. The good news if this holds to be true is that we will have more senior level executives with cybersecurity expertise throughout various functions.
Is there a particular person you are grateful for who helped get you to where you are?
About 12 years ago, through an acquisition, I was put under a leader named David and he really challenged me to think differently. He was very different than any of the other leaders I had up until that time in my career. And I’m grateful that was the case. He saw
something in me I didn’t see in myself, and he cared enough to invest time with me. He was a big thinker, a visionary, and very deeply invested in people. One tangible example of what he walked out in his leadership style was real delegation. As I was working on myself to be a better leader, I watched how he delegated responsibilities to
team members including me. Delegation was not something that came naturally to me as I was a bit of a perfectionist when it came to work product. But David was able to quickly build initial levels of trust and delegate small and large responsibilities and truly let those team members run with their assignments. While the outcomes
If you are serious about entering the field, be prepared to take a technology-focused job first, rather than jumping right into a security position
may not have been exactly what he would have done, the level of trust he built by the way he delegated was something I never forgot and was something I worked on for several years after learning the right way to delegate from him.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I need time away from work, technology, and the cyber world. I have a beautiful family including my wife, three daughters, and two dogs. Spending time with my family, spending time in nature, spending time with God, and spending time not staring at a screen help to keep me to find joy and inspiration. My true source of strength is found in God and without that foundation, I know the stress of this job and life in general would be too overwhelming.
What is your favorite quote?
“With man this is impossible, but with God all things are possible.” - Jesus
Where do you see yourself in the next 5 years?
An empty nester enjoying time with my wife while still enjoying building and leading teams and organizations.
What advice would you give aspiring cybersecurity professionals?
The job market is tough right now, but don’t give up. We need more cybersecurity professionals. If you are serious about entering the field, be prepared to take a technologyfocused job first, rather than jumping right into a security position. Take the help desk job or data analyst position and find your way to a security position from there. Having some related experience will give you a good foundation for the first cyber role.
And network, network, network. Don’t try to go at this career alone. Get into professional associations or meetups and keep expanding your network. You never know who you might meet.
Anime, Pop Culture and Their Positive Influence on Business and People Dynamics
Pascal Milfeit, Transformation | Sparring | Speaking at Milfight Adventures
We humans are, for astoundingly many parts, incredibly simple creatures. We like to belong, we like to identify with things and stuff. And then we mentally place them in their very own neatly designed boxes. The same goes for all the things we, let’s say, don’t have so much of a knack for.
When venturing through life and not being aware of this base mechanism, a lot of things tend to be overlooked by individuals and collectives alike. Our current little blip in existence is mostly defined by the constant evolution of industries, organizations and ultimately human consciousness.
And so, the boundary between certain areas like pop culture and the business world is becoming increasingly … porous.
Take Anime for example. Anime represents more than just entertainment. It almost always embodies a complex narrative structure, some degree of philosophical depth, and ethical context, and most genres come with an archetypal storytelling that resonates deeply with our own human experiences. And this goes for everyday life up to the grander scheme of things we tend to notice over the years.
With Gen Y having arrived in the business world completely and Gen Z and Alpha being halfway around the corner, the world adapts to generations increasingly immersed in pop
With Gen Y having arrived in the business world completely and Gen Z and Alpha being halfway around the corner, the world adapts to generations increasingly immersed in pop culture
Pascal is a German DeepTech founder and empowers leaders and businesses to embrace transformation. Walking a path from being bullied since Kindergarten to losing 100 kg / 220 lbs of weight, undergoing 7 plastic skin surgeries and co-founding a profitable biotech startup with six-figure revenue from its first year in business and 60% YoY growth since, he deeply cares, understands and encourages everyone going through challenging transformative phases in life.
Offering guidance and support for leaders and organizations worldwide serves as his north star to elevate human consciousness and remind us that we all share this journey together.
Anime narratives encourage employees to view their colleagues as part of a shared journey, fostering an environment of empathy and support rather than competition
culture. The lessons embedded within anime narratives can provide valuable insights into leadership, collaboration, and problemsolving. These insights then become a vehicle for personal growth, enhanced team dynamics, and organizational innovation systems that thrive on diverse perspectives and creative experimentation.
How Anime serves as a mirror for leadership and visionary thinking
Much as with Hollywood, a typical theme in anime is the exploration of heroic journeys and visionary leadership, albeit often not being completely visible on the surface. Characters in anime often embody the archetype of the hero who embarks on a difficult quest, confronts inner as well as outer challenges, and ultimately embraces some form of transformation. This generally resonates with the entrepreneurial mindset and business leaders‘ journeys around the world. Consider characters like Eren Yeager from Attack on Titan, whose relentless drive for freedom mirrors the visionary, but often ruthlessness, ambition seen in entrepreneurial figures like Elon Musk or Steve Jobs. Eren’s pursuit of a seemingly impossible goal speaks to the heart of innovative leadership – the courage to challenge the status quo and pursue change.
For organizations, the narratives found in anime can serve as a blueprint for visionary thinking. Anime characters often deal with moral dilemmas, face complex social challenges, and navigate power dynamics – themes that can be directly translated into leadership training programs. By using these narratives as analogies for real-world leadership challenges, businesses can cultivate leaders who are not only driven by their visions but also capable of navigating
the ethical and emotional complexities of leadership and their own corresponding inner worlds towards these challenges.
Incorporating anime-inspired philosophical themes into leadership development helps leaders develop a deeper understanding of human nature, emotional intelligence, and how to balance ambition with responsibility. Characters like Eren serve as cautionary tales about the dangers of ego-driven leadership, highlighting the need for self-awareness and the importance of compassion in guiding a team or organization toward sustainable success.
At the same time, the medium offers audiences more emotional friction surface towards reflecting and reasoning with potentially discomfortable topics while keeping an overall positive outlook and identification achors in the form of likable human characters and deep plot threads.
Fostering Team Collaboration and Empathy Through Pop Culture
Anime is also notable for its ability to explore relationships and collaboration in deeply nuanced ways. Many series focus on the dynamics of teamwork, where characters must navigate personal differences, shared challenges, and collective goals. This focus on collaboration reflects one of the most important qualities of successful business teams today: the ability to work together across diverse backgrounds and perspectives.
In anime, teams are often composed of characters with wildly different personalities and skills and therefore, granted, often represent exaggerated statistical outliers.
Consider the dynamic between Naruto, Sasuke, and Sakura in Naruto, or the diverse cast
of heroes in My Hero Academia. This is directly applicable to team-building in organizations, where the strength of the team comes from the diversity of thought, skills, and experiences and a well-trained awareness towards toxic or destructive patterns.
Shows like Steins; Gate, which explores time travel and scientific ethics, or Ghost in the Shell, which examines the intersection of humanity and technology, serve as excellent thought experiments that can inspire innovation in technology-driven industries. Businesses can harness these imaginative narratives. For example, an organization developing artificial intelligence can look to anime like Psycho-Pass or Neon Genesis Evangelion for insights into how AI might interact with human psychology. Anime narratives encourage employees to view their colleagues as part of a shared journey, fostering an environment of empathy and support rather than competition. In business, this translates into psychological safety, where team members feel comfortable sharing ideas even if they are unconventional or experimental. As more teams operate across borders, anime’s global presence offers a common cultural language that transcends national boundaries.
Again with the human simplicity: Sharing a reference to a well-known anime series or character can help break down barriers, create a sense of connection, and enhance communication among diverse team members. This shared cultural touchpoint can make it easier for individuals from different backgrounds to collaborate more effectively.
Leadership Lessons for Gen Y and Z
Millennials and Gen Z – as stated earlier now dominant groups in the workforce – have grown
up immersed in pop culture and anime. In anime, leadership is often portrayed as a kind of servant leadership, where the leader puts the needs of the group above their own personal desires. Characters like All Might in My Hero Academia exemplify the focus on empowering others to grow and succeed and to never make them do something they themselves would not ever consider.
This mirrors the values of Millennials and Gen Z, who prefer leaders that are transparent, inclusive, and emotionally intelligent. Incorporating these leadership models into business innovation systems could result in higher attraction of younger generations and support organizations in fostering cultures of trust and shared purpose.
Some concluding thoughts: Anime as an integral part of personal and business innovation
Anime’s philosophies and principles, to the receptive mind, offer strategic advantages in navigating the complex intricacies of our modern world and the political and human dynamics taking place day in day out. Through the rich narratives of anime, we can inspire visionary thinking, teams can develop greater emotional intelligence, and organizations can cultivate sustainable innovation systems that embrace diverse perspectives and unconventional solutions.
As humans, we would do well paying attention to these mediums which explore themes of friendship, trust, love, happiness, relationships, cosmic interconnections of life and nature, action, drama, conflict, nihilism, destruction, anger, fear, and separation.
All of it is embedded within artistically crafted stories and characters to inspire and expand our horizons.
Empowering a Sustainable Future Through Data-Driven Innovation
Mei May Soo, Chief of AI Global Solution Specialist, Dell Technologies, Exco AI HPC Chapter, SGTech
Hi Mei. Can you walk us through your background and what you’re most passionate about in your work?
Coming from a background in economics and statistics, I have always enjoyed working with data. I have always been drawn to the challenge of turning complex data into actionable strategies to solve real-world problems and improve decision-making processes. The ability to uncover hidden patterns and insights from vast amounts of data is incredibly exciting. Personally, what fuels my passion is the potential of data science and AI to positively
impact society through advancements in healthcare, environmental sustainability, or enhancing everyday life.
What aspects of your current role bring you the most joy and fulfillment?
I love the fact that my current role at Dell places me at the forefront of technology. I find immense joy in exploring and harnessing the tremendous possibilities that data science and AI offer, often before it reaches the public eye.
This pioneering aspect of work allows me to innovate and solve complex problems, driving
I find immense joy in exploring and harnessing the tremendous possibilities that data science and AI offer, often before it reaches the public eye
In a world veiled in data, Mei May Soo’s passion for unravelling mysteries has not only shaped her career but also the future of data science. Under her visionary leadership, the Data Science and AI team in Singapore transcends traditional problem-solving by harnessingthepredictivepowerofdata,crafting a future informed by scientific rigor and human insights. For her, data is a tapestry interwoven with human stories. Her approach melds behavioral sciences with data interpretation, ensuring that every dataset narrates the human condition. With such deep knowledge in AI/ML she is able to explain complex data concepts to stakeholders in the simplest language at all levels of the organization.
Besides being passionate about data science, Mei May is also a big advocate in promoting diversity and inclusion in the workplace. Her dedication to fostering diversity echoes through the halls of Dell Technologies, where she is the chair for the Singapore Chapter of Dell Technologies’ Women in Action employee resource group (ERG). She is a key driver of the MentorConnect program hosted by WIA Singapore. Some of her recent accomplishments include one of the Top 10 CAIO by AI Magazine and one of the Top 50 women tech leaders in the inaugural Asia Women Tech Leaders Award 2024.
Recently, in an exclusive interview with Digital First Magazine, Mei May shared her professional trajectory, insights on diversity and inclusion, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
meaningful change and advancements in our field. The ability to transform raw data into actionable insights and see my work’s tangible impact on the organisation and society is really rewarding.
I do all of this in collaboration with a talented Dell team – one that continues to inspire and motivate me daily. Together, we continuously learn from each other in this field’s fast-paced and evolving nature, constantly pushing the boundaries of what’s possible.
What roles do data quality and governance play in AI initiatives, and how do you address data-related challenges?
By now, we all know that data is our key differentiator that gives us a competitive advantage. Not just data but good quality data. Data quality and governance are critical components of successful AI initiatives. High-quality data ensures that AI models are accurate, reliable, and effective in making predictions and decisions.
To address data-related challenges, we implement robust data governance frameworks that include clear policies and procedures for data collection, storage, processing, and usage. This involves ensuring data accuracy, completeness, consistency, and timeliness. We also prioritise data privacy and security to protect sensitive information and comply with regulatory requirements.
Regular data audits and validation processes are essential to promptly identify and rectify any
issues. Additionally, we leverage advanced data cleaning and preprocessing techniques to enhance data quality before feeding it into AI models.
Collaboration across departments is crucial to maintaining data integrity, as it requires a collective effort to uphold standards and practices. By fostering a culture of data stewardship and continuous improvement, we can effectively manage data-related challenges and maximise the potential of our AI initiatives.
How do you stay ahead of emerging AI trends and innovations?
Be curious and have a thirst for knowledge. There is a lot of content out there to read, so I’d recommend curating a list of trusted sources to stay up to date on the latest trends
When we embrace inclusion, everyone feels valued and empowered to contribute their best work
and innovations in the AI world. I particularly enjoy reading updates from Andrew Ng and subscribing to the Deep Learning community.
Beyond reading, if there are relevant online courses that capture my attention and are relevant to my work, I sign up for them to learn more. The goal is not to obtain certificates for the sake of but rather to learn from everything that these specific short courses have to offer. Also,
subscribing to key journals and publications, joining online forums, and attending industry conferences, are other ways to glean insights from leading experts.
However, nothing beats being hands-on and working on real-world use cases to get the best understanding of the technology, how to harness its potential and perhaps catch a glimpse of what could be next in its innovation. Often, when
you identify some areas for improvement, that is most likely where the next evolution of the technology is going to come from.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
Diverse teams bring diverse perspectives, experiences, and ideas. These are qualities that I believe, are essential for creative problemsolving and innovation. When people from different backgrounds collaborate, they challenge assumptions and contribute unique insights, leading to more robust and innovative solutions. When we embrace inclusion, everyone feels valued and empowered to contribute their best work. This creates a team environment where different ideas can thrive and come together in projects. A diverse team is more likely to spot bias in AI models that a homogenous group might miss. This allows us to address them and ensure fairness and equity in the solutions that we develop.
Ultimately, diversity and inclusion drive progress by making the industry more reflective of the society it serves. This alignment ensures that AI solutions are more equitable and
effective across different demographics, which leads to broader acceptance and trust in AI.
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?
Visionary thinking: A transformative leader is forward-thinking and someone who is always looking ahead to strategically pave new paths into unchartered territories. This is probably my most robust quality, and I enjoy inspiring my team with “what’s possible”.
Adaptability: The tech industry is constantly evolving, and being adaptable is critical to staying ahead. Have a mindset that enables us to refine goals, readjust objectives, and realign our paths. We ought to embrace change or even initiate change and view challenges as opportunities for innovation. This mindset helps us pivot quickly and effectively when needed.
Trust: Recognise that everyone has different strengths, but trust that they will get the job done. Give team members the autonomy and
I find myself learning way more intensely now than when I was in school because if we want to build a compelling vision for the team, we need to stay curious
authority to make decisions while fostering a culture of accountability. When we are in exploration mode on a project, I am a firm believer in celebrating successes and I view honest mistakes as learning opportunities.
Be curious: Curiosity drives leaders to ask questions, seek knowledge, and explore new ideas. It is this fundamental trait that allows us to stay ahead of the curve, be aware of industry changes, and catch a glimpse of the future. I find myself learning way more intensely now than when I was in school because if we want to build a compelling vision for the team, we need to stay curious.
Who has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
Throughout my career, I have been fortunate to have a network of incredible individuals who have guided me in various ways. These mentors, each with their unique backgrounds and perspectives, have provided invaluable advice and support. I’ve learned technical skills from some, leadership and strategic insights from others, benefiting from their diverse expertise. This diverse mentorship has allowed me to broaden my horizons and
Being a leader doesn’t mean being the grim reaper in the room. Even in the most challenging times, a little laughter can go a long way to boost morale
accelerate growth in various aspects, and I am grateful for their willingness to share.
One quality I particularly admire and strive to emulate is generosity. Each mentor has shown me the importance of being generous with their time and knowledge, which has contributed significantly to my development. To be generous with knowledge attracts even more knowledge. It is when you share and teach that you will learn the most. Additionally, their empathy and supportiveness have taught me the value of fostering a collaborative and inclusive environment.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Prioritise: Focus on the things that matter. Very quickly, you will learn that very few things do. Just keep your eyes on those few things. The next question on my favourite quote is a good follow-up.
Purpose: Always remember why you’re doing what you’re doing. If you don’t know why, you must find out. Having a sense of purpose keeps you going while preventing burnout.
Partnership: No man is an island. We keep each other sharp, challenge beliefs, push for improvements, encourage innovation, and maintain high standards together.
Play: The most creative ideas often come when we are playing. Keep it light – have lots of jokes and laughter. Being a leader doesn’t mean being the grim reaper in the room. Even in the most challenging times, a little laughter can go a long way to boost morale.
What is your favorite quote?
“Sometimes you need to let the eggs drop.” I made up this quote for my team and the people I mentor. Too many people get overwhelmed by too many things. These are often good people who simply have too much on their plates. Sometimes, we must let some things go because we cannot prevent every disaster and save everyone.
Often, when some things go awry, it is not simply because of one person’s mistake but usually a collective string of events or decisions that led to the trouble. So, if you’re
Be courageous – take risks and embrace challenges; they are opportunities for growth and learning
the only person juggling and keeping the eggs in the air, you must ask whether those eggs genuinely matter.
Where do you see yourself in the next 5 years?
I envision myself continuing to lead and innovate in data science and AI, driving impactful projects that leverage AI and machine learning to solve complex problems. I aim to enhance my expertise further and stay at the forefront of technological advancements, ensuring that my work remains relevant and transformative.
I see myself taking on more strategic roles and actively expanding my influence by mentoring the next generation of tech leaders. My goal is to contribute to significant technological advancements that benefit society while achieving personal growth and professional fulfilment.
What message or advice would you give to young women or girls who are interested in pursuing a career in AI? Be courageous – take risks and embrace challenges; they are opportunities for growth
and learning. Seek mentors and role models who can guide and support you and force yourself to ask questions and seek help when needed. Mentors do not necessarily mean formal mentors; they can be anyone you admire and have expertise in the area you seek help from. These are most suitable when you are young and not exactly sure what you need—just one step at a time, one question at a time, one problem at a time.
Stay curious and committed to continuous learning. AI is constantly advancing, so engage with the community through conferences, workshops, and online forums to stay updated on the latest trends and developments. Actively explore and experiment with what you’ve learned after much passive reading. That helps you to learn effectively.
Lastly, while having technical prowess is necessary, having a passion for connecting technology with fellow human beings is essential. It is not just about coding or application development but improving processes, increasing efficiency, building human connections, and improving lives. After all, AI is about driving human progress.
Elevating Brands, Inspiring Change
Ariela Nerubay Turndorf, Adjunct Professor, University of Southern California & Author
Hi Ariela. What inspired you to pursue a career in marketing? How did you get your start in this industry?
Marketing has been a passion of mine for as long as I can remember. I’ve always admired iconic brands like Coca-Cola and Disney, whose names alone evoke strong emotions in people. Marketing is the art of shaping an idea in consumers’ minds—defining what a brand is and how it makes them feel when they use, wear, or drink it. Brands can become so powerful that people use them to communicate their own identities and boost their confidence. I’m fascinated by the
psychology behind brand building and how it influences people’s perceptions and attitudes.
What do you love the most about your current role?
I am a brand builder and rebuilder. As a CMO, I work with brands aiming to expand into new markets, re-build, reposition, or modernize legacy brands, or even create new ones from scratch, turning them into recognized household names. I love mapping out the brand journey—from the initial concept to the final desired outcome: brand love.
We will see a shift away from mainstream, total-market strategies towards culturally relevant, hyper-personalized segmentation approaches informed by zero-party data
Ariela Nerubay is an award-winning marketing executive with a 25+ year career focused on multicultural consumers. She has led marketing efforts for renowned brands such as Univision Communications, Grupo Televisa, The Walt Disney Studios, Comcast, and Allstate, targeting U.S. Hispanic and multicultural audiences. In addition to her role as CMO, Ariela is an adjunct professor at USC’s Marshall School of Business and the Annenberg School for Communication and Journalism. She also serves on the Board of Advisors for Glober AI, a SaaS platform that leverages the power of LLMs and proprietary modelstoadaptcontenttosegmentationnuances. Recently, in an exclusive interview with Digital First Magazine, Ariela shared her professional trajectory, insights on diversity and inclusion, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What are the three major trends you foresee in your industry in the next 12 months?
First, AI will be a critical tool for increasing productivity and efficiency. It will allow for the creation of customer personas to test ideas, concepts, products, and creative materials without needing real-world research participants. Second, social media will continue to be the go-to vehicle for reaching scalable micro-segments. Finally, we will see a shift away from mainstream, totalmarket strategies towards culturally relevant, hyper-personalized segmentation approaches informed by zero-party data.
Can you please tell us about your book?
What made you choose this topic?
As a brand marketer, I love challenges, especially when it involves rebranding a controversial subject. Menopause is a life stage that desperately needs rebranding—from something surrounded by shame and silence to one of reinvention and continued growth. My book’s final chapter proposes a new name for menopause, with a rationale and a live link for readers to voice their support for the new term.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
As a diverse, multicultural marketer, I am a strong advocate for diversity and inclusion in every field. As I tell my students, DEI is not just a “nice to have”—it’s a corporate necessity
that drives innovation. Diversity of thought sparks new ideas, products, and perspectives. A lack of diversity in leadership stifles creativity and progress.
Is there a particular person you are grateful for who helped get you to where you are?
I am grateful to all the amazing mentors who have supported me throughout my career. They’ve sponsored, referred, educated, empowered, inspired, and believed in me. It’s not just one person—there are dozens of people who have played a role in my journey, and I’m deeply grateful to each of them.
What does the term “authentic leadership” mean to you?
Authentic leadership means showing up as your true self. It’s about not having to think twice before sharing your thoughts out of fear of being judged. It involves honoring your background, uniqueness, and journey to offer your company, staff, and colleagues the best of who you are, while making a positive impact.
What are some of your passions outside of work? What do you like to do in your time off?
I love nature—it’s healing for me. I often retreat to the mountains, where I spend hours in silence, soaking in the beauty and magnificence of the natural world. Boating is another passion. Despite not knowing anything about it, I bought a boat and taught myself how to navigate it. Now, I go out to the lake every summer.
My goal is to join a couple of corporate or private boards, where I can contribute by offering strategic oversight and guidance, helping drive growth and create shareholder value, rather than focusing on day-to-day operations
What is your biggest goal? Where do you see yourself in 5 years?
I’m currently preparing to transition into board service. My goal is to join a couple of corporate or private boards, where I can contribute by offering strategic oversight and guidance, helping drive growth and create shareholder value, rather than focusing on day-to-day operations.
What advice would you give to someone considering a career in marketing or who has just entered the field?
If you want to become a CMO, focus on building the largest toolkit possible. Don’t specialize too early—expose yourself to every facet of marketing. Work for a small ad agency to learn every aspect of advertising, spend time at a PR agency, and eventually move to the brand side. The broader your experience, the more valuable you’ll become. Don’t stay at one company for more than five years, and always keep your business connections active—your network is your net worth.
Igniting STEM Passion in Young Minds
Laura Alexander, Head of Data Services, Hodge
Hi Laura. How did you first become interested in technology and what propelled you into it?
My route into the industry is a far cry from the standard higher education journey one might expect. I actually started off in a data entry role at a large energy firm after attending what I call “The University of Life” where I experienced the different cultures the world has to offer –some of you may know this as travelling!
I went on to spent 11.5 years at this company, which taught me the value of hard work, dedication, and helped me understand
my value. I spent these years working my way through the different roles the company had to offer, and found I had a bit of natural flare when it came to data. So, I put all of my energy into this and took advantage of being able to travel to its many other sites in the UK to really soak up what data was, dabbling in Credit Risk, Collections MI, Call Centre Forecasting, and then – what I truly loved - BI and Data Science. I’ll never forget the brilliant team of data scientists I worked with down South, they really supported me, and are a large part of my “why” – I am yet to meet another team, so inspirational,
When it comes to the next two to three years, there are of course the “unicorn” roles in data – it was previously a data scientist, now it’s a data architect
Since 2008, Laura Alexander has made it her mission to bring parity, equity and equality to the workplace – supporting the underserved and showcasing how true diversity enriches company performance and increases each employee’s sense of belonging. A strong believer of “you can’t be what you can’t see” Laura strives to inspire the younger generation into STEM based Careers via outreach work with Careers Wales and can often be found giving talks to females in the world of technology.Inrecentyears,Laurahaschampioned data and diversity of thought at Hodge, while chairing Hodge’s Inclusion Network.
Recently, in an exclusive interview with Digital First Magazine, Laura shared her professional trajectory, insights on diversity and inclusion, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
intelligent and though provoking (apart from my current team at Hodge of course haha!) To the Southern Data Scientists - I truly thank you for being such a great team to work with – you know who you are!
What do you love the most about your current role?
At Hodge, I have the great satisfaction of knowing I’m using data for good. We ultimately aim to use Finance for good at the bank, and this ensures that 79% of our profits do just
that – supporting the Hodge Foundation. As well as aligning to my core values, I also have the privilege of working with a highly skilled Data Services team – which has the highest proportion of females I’ve ever worked – currently 43% Female. This is a huge achievement given only 19% of UK Information Technology Professionals are female (https://www.nomisweb.co.uk/ datasets/aps218/reports/employment-byoccupation?compare=K02000001 Go Hodge Data Services For Gender Parity!
I am where I am because of the people who have given me space to lead and build talented teams who trust one another to get the job done
What skills and expertise do you believe are essential for data professionals to develop in the next 2-3 years, and how are you investing in talent development within your organization?
To develop talent, Hodge is currently trailblazing with Microsoft Fabric and some pretty impressive Data Science Solutions. Being such early adopters, we utilize the support offered by Microsoft and make use of any opportunity to learn through the Enterprise Skills Initiative, Seminars and funded courses.
When it comes to the next two to three years, there are of course the “unicorn” roles in data – it was previously a data scientist, now it’s a data architect. It’s worth noting that when I was in school, none of these existed, and probably didn’t as little as 10 years ago. But I’d urge everyone to remember that data is at the core of everything, it’s not just the snazzy AI and chatbots, it’s the governance, it’s getting it right from the ground up and making sure your teams are literate in data, without this, good decisions will be hard to come by in any organisation.
How do you stay current with emerging trends and technologies in data and analytics, such as AI, machine learning, and cloud computing?
I’m really proud to be one of the founding members of the Data Inclusivity Network. This group is being driven forward by Cardiff Capital Region, Tramshed Tech and Hodge allowing us to share best practice and learn to be better, and stronger together. The network brings people from all walks of life together and creates so many opportunities to learn from our peers and share best practice. We’ve also set up a great mentoring scheme under the Data Inclusivity Network with The Data Gals.
In summary, I surround myself with some pretty spectacular people who inspire and challenge me!
Is there a particular person you are grateful for who helped get you to where you are?
There are so many – it would be so difficult to name only a few and these people know
who they are and are still in contact today. Funnily enough it’s actually one of the negative experiences that has really driven me forward. I was once told by a former boss of mine that I would do well as a ‘token female’ working within the rapidly emerging data industry. It was a remark which not only spurred me in on my own career, but also made me look long and hard at my sector, at the job I loved, and at the people I then went on to hire – a key reason Hodge’s data team is so diverse today – diversity of thought leads to better decisions and insight! Needless to say, that still lights a fire in my belly, and no, we are not in contact like the good influencers I am so grateful to have in my life.
What does the term “authentic leadership” mean to you?
To me, this is simply giving me the power to be myself. Not having to hide that I’m an outspoken woman from a deprived town in South Wales, it’s who I am, and it helps me lead with empathy and understanding. In my view it makes us stronger as leaders when we embrace our flaws, are open and be accountable. The best leaders I’ve worked with treat people as people – we’re all born the same, and we all leave this earth the same. Leaders would do well to remember this. I am where I am because of the people who have given me space to lead and build talented teams who trust one another to get the job done.
People can’t be what they can’t see, so, hopefully people hear my rather strong Welsh accent and see we have a thriving data community here in South Wales!
The future is not just about tech too we need to be champions of new talent
What are your thoughts on diversity and inclusion in tech? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe? The situation is improving but the problems are still there. I don’t think we’ll conquer it in my lifetime, but we’ll certainly make an impact!
We need to embrace everyone and everything – this is why we’ve set up the Data Inclusivity Network in South Wales. We need to champion those fierce female leaders (and thank you Digital First for doing just this with me today!), we need more education around neurodiversity, we need to do more to reach the many diverse communities around us. I’ve already said this but ultimately we’re only ever as good as the people sat around the table, and if all those people look and sound the same then how can we expect progress to be made?
Hodge champions work with schools via Careers Wales to inspire the younger generation into STEM. I find this so inspiring –‘Teach girls bravery, not perfection as Reshma Saujani elaborates on, in one of my favourite TED talks (on this note; Laura says to check it out if you haven’t already).
We need to start with the younger generation – after all – they are the future.
What are some of your passions outside of work? What do you like to do in your time off?
Food, Travel and Sausage dogs!
As you can probably tell from my headshot, I enjoy my food! I love to eat out at nice places – we all work for a reason right – to enjoy life!
Be yourself, learn, be a sponge, surround yourself with influencers and enablers of change and never be afraid to ask silly questions!
Then there’s travel, I like to go to at least two new places a year – even if they’re in the UK, travel is the education of life. The world is such a big place, we need to embrace it and learn from new experiences. And then SAUSAGE DOGS!
I’ve grown up with the little characters and have recently adopted one who had been through some heinous crimes – she is now living her best life (and ruling mine!). I’d urge anyone to support Friends of Animals Wales who gave me my little Daisy – so many animals are in need of a loving home – and they are fully volunteer run. If you take anything from this interview today, please help where you can - people, humans, data… all of it.
Which technology are you investing in now to prepare for the future?
We’re currently implementing Fabric, and we continue to keep up to date with industry trends and best practices.
The future is not just about tech too we need to be champions of new talent. As a huge advocate for the underserved, I’m particularly passionate about discovering and nurturing the beautiful minds of tomorrow.
What is your biggest goal? Where do you see yourself in 5 years from now? It may sound like something off a postcard or Instagram quote, but my goal quite simply
is to be happy in a role where I have the freedom and autonomy to do good. I have that at Hodge. If we focus on achievement, I’d love to one day be on company boards that help companies to achieve better diversity in data and make better decisions. There is such a lack of representation from females, and data professionals at board level, I’d love to start making a positive difference here.
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?
Be yourself, learn, be a sponge, surround yourself with influencers and enablers of change and never be afraid to ask silly questions! Find your talent, and break through those glass ceilings – not just for yourself but for those who will follow in your footsteps.
Also, someone once told me, data is like sales—I never believed them until I finally understood it. I just love how data can tell you anything and everything, it’s universal. It’s powerful and the cornerstone of every good decision. I am a true data evangelist and want people to realise Data is not just AI, it’s everything – true leaders should recognise and appreciate this.
Empowering Businesses to Succeed Through Innovative Technology Solutions
Bradley Cooper, Associate Vice President Technology, SASR Workforce Solutions
Hi Bradley. Can you walk us through your background and what you’re most passionate about in your work?
My career path has been non-traditional as it has spanned retail, shipbuilding, military service, and healthcare recruiting. Early on, I was immersed in technology through the Blacksburg Electronic Village (connected community), and since then, I’ve developed expertise in business intelligence, database systems, medical systems integrations and implementations. Now, I lead SASR’s tech initiatives and vendor partnerships, driving our ability to create customized
workforce solutions to the unique challenges our customers have nationwide. I am passionate about leveraging technology that empowers our candidates, employees, and customers to thrive
What aspects of your current role bring you the most joy and fulfillment?
What I love most is seeing the direct impact SASR has on workforce solutions across the U.S. Over the past two years, we’ve employed over 3,000 people, completing over 24,000 individual assignments and totaling more than 1.2 million hours of work. Our teams help
I am passionate about leveraging technology that empowers our candidates, employees, and customers to thrive
Bradley Cooper is the Associate Vice President of Technology at SASR Workforce Solutions in Cary, North Carolina. He leads the company’s technological initiatives, having previously optimised their IT infrastructure as Director of Information Technology. His career has been diverse, including roles in the U.S. Army, the NC Dental Society Mission of Mercy, shipbuilding, and radio, all of which reflects his adaptability and appetite for innovation. His passion for giving back to communities has led Bradley to volunteer as a Search & Rescue Technician, as a member of operations for free pop-up dental clinics and as a mentor to military veterans.
Recently, in an exclusive interview with Digital First Magazine, Bradley shared his professional trajectory, insights on the future of technology landscape, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
clients open new stores and complete remodels, directly improving their customer experiences. I also find great joy in building strong partnerships with our tech vendors, like Phenom for our talent experience, WurkNow for our job and employee management, UKG for our employee administration and Tizbi for our customized hotel lodging application. These partnerships help us streamline our operations and ultimately support our employees and clients alike.
How do you see our technology landscape evolving in the next 2 to 5 years?
In the next few years, AI will continue to reshape staffing technology, with providers rapidly adding new AI features. However, organizations need to tread carefully. Understanding how these AI models are built and how they make decisions is crucial, especially with the growing complexities around AI and employment law. Employers will still be held responsible for any AI-drive decisions that affect their staff. I believe the key to navigating this evolving landscape is to develop an AI buying strategy now – one that balances innovations with responsibility and compliance.
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?
Curiosity is essential for any leader driving growth. It pushes you to listen, ask the right questions, and seek out new learning opportunities. In my role, I regularly meet with teams to understand how they’re using technology and explore
A calm leader helps teams feel confident and stay aligned with transformation objectives
ways to improve beyond just fixing bugs. Anther vital skill is calmness-or that I call ‘stillness.’ Staying composed in challenging situations allows me to keep the team focused, reduce stress, and ensure we meet our goals. A calm leader helps teams feel confident and stay aligned with transformation objectives.
Who has been a personal role model or mentor to you throughout your career and why?
I’ve been fortunate to have several mentors throughout my career. In the military leaders coached me on career pathing and decisionmaking. My most influential mentor is Kent Shelton, a retired transportation executive and close friend. Kent has guided me post-military, helping me grow as a leader while emphasizing the importance of continuing learning and maintaining my physical and mental health.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I’d love to meet Stephen Bartlett from Dragon’s Den and the Diary of a CEO podcast. His ability to actively listen and as the exact follow-up questions I want to hear is incredible. I’d be fascinated to learn how he developed those skills and how I can bring more of that into my own work and life.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Resilience has always been a strength of mine, but after a major heart attack earlier this year, I realized I needed help. Seeking guidance from a professional has become a key part of my self-
No matter the industry, businesses will need leaders who can implement and manage digital tools-often cloudbased- to run their operations
care routine. As for motivating my team, I focus on understanding what drives each person and structing projects to match their strengths. I also make it a point to be present, especially during challenging times. That support can make all the difference.
What is your favorite quote?
A quote that’s really stuck with me this year is from Arnold Schwarzenegger’s Netflix documentary: ‘Be Useful.’ It’s a simple yet powerful reminder to focus on making a positive impact every day.
Where do you see yourself in the next 5 years?
In the next five years, I envision myself growing as a technology leader by pursuing continued education and building new mentorships. I’m committed to expanding SASR’s technology department and driving innovation that will fuel our future growth and success.
What message or advice would you give to aspiring professionals who are interested in pursuing a career in tech?
My biggest advice is to recognize that all companies are becoming technology companies. No matter the industry, businesses will need leaders who can implement and manage digital tools-often cloud-based- to run their operations. It’s essential to find mentors in the tech roles or industries you’re interested in. Learn first-hand what’s required to succeed before committing to a degree or certification that may not be relevant to your goals. Also, master the basic tools your company uses every day, like Zoom, Slack, or Google Workplace or Microsoft 365 products. Being proficient in these can make you stand out and improve your daily efficiency. Finally, working at small to medium sized companies is a great opportunity to gain cross-functional experience, which will serve you well no matter where your tech career takes you.
