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Sarath Shyam
The Power Hiding in Plain Sight
There is a quiet shift taking place in boardrooms and team meetings everywhere. Leaders are no longer asking, “What is the next big innovation” and are instead turning their attention to a more revealing question. “Where are we losing time, clarity, and momentum without even noticing” I caught myself doing the same recently while cleaning up a cluttered folder on my laptop. A simple reorganisation saved me minutes each day. Small improvements that would be easy to overlook, yet the impact added up quickly.
Across industries, the pattern is similar. A recent survey of global executives found that nearly sixty percent expect operational clarity and simplification to create more value in the next two years than any new technology investment.
When capital tightens and performance pressure rises, the real breakthroughs often come from sharpening what we already have rather than chasing what we do not.
In this issue of Digital First Magazine, we explore that idea with fresh eyes. The companies that will advance meaningfully in the coming years are the ones that understand the strength hidden in cleaner processes, smarter data use and better aligned teams. These quiet gains often decide who moves ahead and who keeps circling around the same problems.
Our cover story brings this idea to life through the perspective of Elaine Zhuang of nbn Australia. In her conversation with us, she shares how she brings data, technology, processes and people into a unified system that delivers real value. Her work shows that efficiency is not about trimming. It is about unlocking. It is about creating the conditions for better decisions, faster cycles and more resilient business models.
Alongside her story, we have curated a range of articles, interviews and insights from leaders across industries. Each contributes a different angle on how organisations can build strength, clarity and adaptability in a world that rarely pauses.
As you turn these pages, I hope you feel encouraged to look for the power hiding in your own blind spots. Sometimes the next big leap is not loud or dramatic. Sometimes it is already there, waiting for a closer look.
Enjoy Reading.
COVER STORY
ELAINE ZHUANG
GENERAL MANAGER, STRATEGY, TRANSFORMATION AND VALUE DELIVERY, CHIEF DATA OFFICE, NBN ® AUSTRALIA
EMPOWERING TEAMS, DRIVING MEANINGFUL CHANGE
18
FUTURISTIC BUSINESS LEADER IN HEALTHCARE INNOVATION 2025
Christopher Hutchins
Founder & CEO, Hutchins Data Strategy Consultants
Humanizing Data and AI for Smarter Healthcare and Stronger Human Connection
LEADER’S INSIGHTS
28
Dominik Olejzo, Senior Retail Leader & Global Keynote Speaker
Shaping Tomorrow’s Tech Visionaries
Kurt Shenk, Enterprise Technology Sector Leader, RSM US
LEADER’S INSIGHTS
42
Unlocking Revenue Potential through Data & AI
Kash Mehdi, Vice President of Growth, DataGalaxy
Transforming Healthcare through Digital Innovation
Gizem Kedici Ozbayrac, Chief Business Excellence and Digital Officer, Roche Turkiye, Published Author and Lecturer
58
50
Pioneering Personalized Healthcare Ecosystems
Padam (Sundar) Kafle, Head of Innovation, Aster DM Healthcare
64
Leading the Charge in AI-Powered Business Transformation
Chandra Surbhat, Chief AI and Digital Officer, SLK
74
Shaping the Future of Telecom through Strategic Leadership
Erez Sverdlov, Vice President, Cloud and Network Services, Europe at Nokia
70
How Smart Contracts Are Automating Compliance in Medical Device Manufacturing
Michelle Kuei Founder and CEO, Mulder
COVER STORY
ELAINE ZHUANG
GENERAL MANAGER, STRATEGY, TRANSFORMATION AND VALUE DELIVERY, CHIEF DATA OFFICE, NBN ® AUSTRALIA
EMPOWERING TEAMS, DRIVING MEANINGFUL CHANGE
Elaine Zhuang is a transformation leader with 15+ years’ experience spanning McKinsey, corporates, and growth-stage ventures across Australia, APAC, and the US. Partnering with ExCos and Boards, Elaine has driven billion-dollar growth agendas, complex turnarounds, and enterprise-wide transformations in fast-changing markets. Recognized as a SuperTech leader, she integrates data, technology, processes and people into cohesive, value-generating engines that drive efficiency, accelerate growth, and unlock new business models. Elaine is a recognized thought leader in digital transformation, a Dr. John Yu Fellow for advancing cultural diversity, and a featured voice at global executive forums. She holds an MBA with Honors from UC Berkeley.
Recently, in an exclusive interview with Digital First Magazine, Elaine shared insights into her career journey, motivations, and vision for the future of enterprise transformation. She also emphasized the importance of inclusive leadership, empathy, and resilience in driving successful transformations. The following excerpts are taken from the interview.
Hi Elaine. What motivated you to pursue a career in enterprise transformation?
Let’s be honest: nobody grows up dreaming of fixing broken processes or untangling legacy systems. But I’ve always been drawn to those “plot twists” where organizations—and people—have to reinvent what’s possible.
I call myself a transformation architect by trade and temperament. My career has taken me from turning around a struggling state-owned hospitality group as the Chief Commercial Officer in China, to advising C-suites across APAC at McKinsey, to now helping steer Australia’s national broadband network through one of its most ambitious digital transformations.
What motivates me? Turning complexity into clarity, resistance into momentum, and vision into measurable outcomes. I thrive where the path is unclear and the stakes are high— because that’s where real transformation (and the best stories) happen.
What do you love the most about your current role?
At NBN, we’re not just connecting homes and businesses—we’re reinventing what it means to be a digital, data-driven enterprise.
My current role is about making sure our big bets on data and AI actually move the needle: unlocking value, changing how we work, and delivering for customers at scale. But honestly, the real win is seeing data and AI become part of everyday decisions—not just dashboards or tools, but real business outcomes.
And if you’re wondering what gets me out of bed in the morning, it’s not data or AI but building teams where people feel seen, respected, and empowered to lead change—
especially those who haven’t always had a seat at the table.
So, that’s me: a transformation architect, a champion for inclusive leadership, and someone who believes that the best strategy is the one you actually deliver.
Can you describe your vision for the future of enterprise transformation?
Let’s be real: the future of enterprise transformation isn’t about chasing the next shiny tech or launching yet another “digital pilot” that ends up as a very expensive screensaver. The winners will be those who treat transformation as their enterprise’s operating system, not just an app you install and forget.
By 2030, data and AI will be everywhere— like Wi-Fi, but hopefully more reliable. The best organizations will have AI agents automating and optimizing core processes, while humans focus on what only humans can do: creative problemsolving, strategic thinking, and leadership.
The real magic? Integrating technology, data, people, and process into a single, valuegenerating engine. So, my vision? The future belongs to “SuperTech leaders” who can bridge strategy and execution, business and tech, and who know that transformation isn’t a side hustle—it’s the main event. In other words: if your transformation isn’t showing up in your P&L, your customer experience, and your culture, it’s time to upgrade your operating system.
What do you believe are the most important qualities of an effective leader in transformation?
Leading transformation isn’t for the faint of heart—or for anyone who thinks “change
AT NBN, WE’RE NOT JUST CONNECTING HOMES AND BUSINESSES WE’RE REINVENTING WHAT IT MEANS TO BE A DIGITAL, DATA-DRIVEN ENTERPRISE
champion” is just a fancy line for your email signature. It’s less like steering a cruise ship and more like assembling the plane while you’re already flying it.
The best transformation leaders aren’t superheroes—they’re relentlessly committed, deeply human, and a bit obsessed with purpose. They set bold goals, double down when things get tough, and have the empathy to listen, the humility to learn, and the courage to make tough calls—sometimes before their second coffee.
And let’s be honest: if you can laugh with your team—even when the roadmap looks more like abstract art than a Gantt chart—you’re already ahead of the game.
So, my message to every aspiring transformation leader: Be relentless. Be human. Be purpose-driven. And if you can do all that— and keep your sense of humor—you won’t just survive transformation, you’ll lead it.
Can you describe your leadership style and how you inspire your team?
If my leadership style were on a Tshirt, it would read: “Adaptive—Powered by Optimistic Resilience.” And yes, I’d probably sell it at the company offsite. My journey— from challenging personal circumstances in China to senior executive roles across China and Australia—taught me three truths: optimism when the winds shift, resilience when ambiguity is the only certainty, and a commitment to lifting others as I rise.
So what does that look like in real life? First, I believe great leaders read the room—and the moment. Sometimes you lead from the front; sometimes you step back and let others shine. I stay close to the detail without losing the big picture, and yes, I’ve been known to roll up my
IF YOUR TRANSFORMATION ISN’T SHOWING UP IN YOUR P&L, YOUR CUSTOMER EXPERIENCE, AND YOUR CULTURE, IT’S TIME TO UPGRADE YOUR OPERATING SYSTEM
sleeves and roll out a strategic agenda in the same meeting. (It’s my version of multitasking.)
Second, I build teams that thrive on feedback and accountability. Around here, “constructive feedback” isn’t code for “brace yourself”—it’s how we get better, together. Growth mindset isn’t a buzzword; it’s the operating system.
Third, inclusion isn’t a checkbox—it’s a daily practice. I create spaces where everyone feels seen, heard, and invited to lead. Because the best ideas don’t care what language you grew up speaking.
Finally, I lead by example. If you’re looking for me, I’m probably somewhere between the whiteboard and the coffee machine—present in the trenches when needed, but always making space for others to shine. Leadership isn’t about having all the answers; it’s about creating the conditions for others to thrive when the path ahead is uncertain.
Optimism fuels momentum, resilience sustains it, and empowerment multiplies it. That’s how transformation stops being a project—and becomes who we are. And if all else fails? A welltimed joke can do wonders for morale. (Trust me, I’ve tested that hypothesis.)
What mentors or role models have had a significant impact on your career?
I’ve had a constellation of mentors—each one nudging (and occasionally shoving) me out of my comfort zone. One early mentor gave me advice that became my personal mantra: “When things start feeling too comfortable, it’s time to move on and grow again.” That single sentence turned me into a lifelong student—curious, restless, and allergic to complacency.
Later, an executive mentor offered a blunt truth about progressing in the Western corporate world, Australia included: “Being female is twice as hard. Being a minority woman from a nonEnglish speaking background— at least four times harder.” That didn’t land as discouragement; it landed as a challenge to rewrite the rules. It’s why I’m passionate about opening doors for others, especially culturally diverse women navigating the same headwinds. Mentoring and sponsoring emerging leaders isn’t a side project for me—it’s a calling.
In short, my mentors taught me to stay uncomfortable, stay curious, and—most importantly—use whatever seat you have at the table to pull up a few more chairs for those who haven’t always had one. Because leadership isn’t just about occupying space; it’s about creating it.
Can you share a book or resource that inspires you and why?
Absolutely. During university, I attended a Career Workshop from BeBeyond, where the slogan— “Be Crazy, Be Stupid”—wasn’t an invitation to lose your mind, but a dare to break the mold, take smart risks, and question the status quo (ideally before your first coffee, but no judgment if it takes two). That spirit stuck with me like glitter after a team-building exercise—impossible to shake and surprisingly useful.
Throughout my career, I’ve noticed a recurring theme: whenever someone says, “You don’t have the relevant experience,” I hear, “Time to get creative.” Wrong country? Wrong industry? Mission impossible on paper? Perfect. That’s where I thrive. A fresh perspective, a dash of structured thinking, and a strong bias for action can turn “mission
IF MY
LEADERSHIP STYLE
WERE ON A T- SHIRT, IT WOULD READ: “ADAPTIVE—POWERED BY OPTIMISTIC RESILIENCE.”
impossible” into “mission accomplished”— and usually with a few good stories for the next team lunch.
BeBeyond’s ethos gave me the confidence to zig when others zag, to ask “why not?” when everyone else is asking “why?” It’s about embracing the adventure, not just the agenda. And if you can do it with humor and a willingness to look a little foolish now and then, you’ll discover that the so-called “irrelevant” experience is often your secret weapon. In my
world, unconventional paths aren’t a detour— they’re the main road to results.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I like to keep life interesting— and occasionally, a little unpredictable. I’m a scuba diver, because sometimes you need real depth, not just in strategy decks. I practice Qi Gong, my secret weapon for staying calm
when the Wi - Fi drops in an ExCo meeting. And I’m an improvisational cook—my wok has seen culinary experiments that would make even AI question its algorithms.
I also have a soft spot for ancient Chinese poetry. Turns out, a few well - chosen words can do more than a hundred - slide presentation. And when I’m not doing any of the above, you’ll find me lost in sci - fi novels. They help me reimagine the future, think beyond the quarterly plan, and remind me that yesterday’s “impossible”—robots, AI, moon landings—are now all possible. Plus, sci - fi is a great way to stay optimistic about what’s next—both for humanity and for dinner.
What is your biggest goal? Where do you see yourself in 5 years from now?
In the next five years, my goal is to step into the C-suite again in the Western world—not just for the title, but for the impact I can create. I want to be the kind of leader who’s known not just for delivering transformation and commercial results, but for building environments where diverse voices aren’t just invited to the table—they’re running the meeting, setting the agenda, and occasionally debating the merits of pineapple on pizza.
My ambition is to help create the systems I once had to fight through, so that for the next generation, diversity is the norm, not the exception. I want to lead organizations where transformation and innovation aren’t side projects—they’re the main event, baked into the DNA of how value is created.
Beyond my own progression, I’m passionate about using my platform to open doors for
others. I want to mentor and sponsor emerging women and culturally diverse leaders, and help shape national conversations around DEI. If I can leave behind a legacy where “you don’t have the relevant experience” is replaced with “let’s see what you can do,” I’ll consider that mission accomplished.
What advice would you give to someone starting their career in enterprise transformation?
First, embrace ambiguity like it’s your new best friend—because in transformation, the only thing more certain than change is that your plan will change. Seek out the toughest challenges; those are the moments where you’ll grow the most (and collect the best stories for future keynotes).
Don’t wait for permission to lead. Step into the gaps where others hesitate—sometimes the most valuable seat at the table is the one you pull up yourself. Build your confidence in speaking the language of value, not just technology. Remember, it’s not about how many acronyms you know, but whether you can connect your work to real business outcomes.
Above all, bring your full self to the table. Your unique background and perspective are your greatest assets—don’t check them at the door. And if all else fails, remember: data never lies, but it does need a good storyteller. So, learn to tell the story behind the numbers— and don’t be afraid to add a punchline or two along the way.
If you can do all that, you won’t just survive enterprise transformation—you’ll help redefine it (and maybe even have a little fun in the process).
LEADER IN HEALTHCARE INNOVATION
Humanizing Data and AI for Smarter Healthcare and Stronger Human Connection Christopher Hutchins
Founder & CEO, Hutchins Data Strategy Consultants
Data has become the backbone of decision-making, innovation, and patient outcomes in today’s healthcare landscape. Yet, for many organizations, the real challenge lies not in collecting data, but in making it meaningful. That is where leaders like Christopher Hutchins are making a difference. As the Founder and CEO of Hutchins Data Strategy Consultants, Hutchins has spent more than 25 years helping healthcare systems turn complex data environments into engines of insight, efficiency, and impact.
A nationally recognized authority in healthcare analytics and data governance, Hutchins has led transformative initiatives across major health networks, including Northwell
Health and LifePoint Health. His work has helped unify disconnected platforms, streamline operations, and create analytics frameworks that empower clinical and business leaders to make faster, smarter decisions. But his philosophy reaches beyond infrastructure and algorithms.
“My work has always been guided by a belief that data, technology, and AI should serve people, not the other way around,” he says. That belief has shaped every strategy he has built.
His understanding of healthcare’s operational heartbeat began early in his career, where he witnessed a recurring paradox: advanced tools often made work harder, not easier.
“I realized early on that the tools and reports we built were complicating people’s jobs
Christopher Hutchins, Founder & CEO, Hutchins Data Strategy Consultants
rather than streamlining them,” he recalls. That realization redefined his approach to analytics. It transformed the discipline from a technical exercise into a human-centered practice focused on usability, clarity, and purpose.
Since then, Hutchins has become a driving force in reshaping how healthcare systems think about data. Through his leadership, he has developed enterprise-wide data strategies that improve accessibility, promote self-service analytics, and strengthen data literacy at every level. His work has shown that when data
becomes easier to interpret and apply, it not only enhances outcomes but also restores something vital to healthcare: the time and focus to care for patients.
For Hutchins, technology is not an end goal but an enabler of better human connections. “Technology should encourage collaboration, not replace it. The goal is to give people time back, to let clinicians focus on patients instead of screens,” he explains. It is a principle that has guided his efforts to integrate real-time operational visibility and
Hutchins’ work has shown that when data becomes easier to interpret and apply, it not only enhances outcomes but also restores something vital to healthcare: the time and focus to care for patients
ambient AI tools across both large and rural hospital systems.
At the core of his leadership is a simple but powerful idea: empower the people closest to the problem with the right tools and partnerships, and transformation will follow. “I believe in enabling domain experts with the right tools and partnerships to turn insights into action,” he says. He often describes this approach as being “a force multiplier” for organizational success, a philosophy that continues to shape his impact in the healthcare analytics space.
Building a Framework for Clarity and Trust
Every major innovation begins with a pattern. For Hutchins, that pattern was impossible to ignore. Across healthcare systems and startups alike, he saw brilliant technologies, skilled professionals, and passionate leaders. However, their data strategies often failed to connect with daily operations. The result was fragmentation, not transformation. “I saw a pattern in the industry, and that drove me to create the firm. Quite a few companies had great technology and capable personnel, but they struggled to integrate their data strategy with day-to-day operations,” Hutchins explains.
That realization became the foundation of Hutchins Data Strategy Consultants, a firm built to bridge the gap between data, governance, and the realities of care delivery. For Hutchins, success is not defined by technology adoption but by how well it enables clarity, collaboration, and trust across an organization. “It’s not about the platforms or the tools. It’s about people working together with confidence and purpose,” he adds.
Today, Hutchins and his team work alongside healthcare leaders, founders, CEOs, and investors
to design scalable and ethical data strategies that deliver measurable outcomes. Their mission is to help healthcare organizations turn complexity into clarity. The firm partners with hospital systems, digital health startups, and innovation portfolios to ensure that every data investment aligns with operational goals and advances compassionate, effective care.
Hutchins Data Strategy Consultants’ work is not merely about solving problems; it is about equipping healthcare leaders to sustain and expand their success long after the engagement ends
The core of Hutchins’ model is a people-first approach to technology design. Before implementing a tool or system, his team asks a fundamental question: Who is this for, and what problem does it solve? The answer determines everything from the architecture to the workflow integration.
“Determining whom each piece of technology is supposed to serve and what problem it’s supposed to solve is critical. If a piece of technology increases workload exponentially, it will fail,” Hutchins says. His approach begins with understanding existing workflows, identifying how data flows within them, and optimizing the areas that matter most to the end user.
This human-centered mindset has become a hallmark of Hutchins’ leadership philosophy. Technology, in his view, succeeds only when users feel supported, not burdened. “The success metric is whether technology users feel the system provides adequate support while executing their tasks. Confidence in the system is crucial,” he explains.
Through this disciplined, empathetic lens, Hutchins has positioned Hutchins Data Strategy Consultants as more than an advisory firm. It is a
partner in transformation to help organizations move from insight to action, and from complexity to trust.
Strengthening Data Confidence Through Governance and Explainable AI
Trust, in data as in leadership, must be earned and maintained. Data governance is not a regulatory checkbox for Hutchins. It is the backbone of organizational confidence. He explains, “To build trust in data, there has to be some form of control in place. That control begins with principles, forums for discussion, and a shared understanding of how data will be used.”
Through his work, Hutchins emphasizes the importance of transparency and collaboration in governance structures. He believes every organization should reach mutual agreement on data usage, ownership, and the procedures for processing. When properly designed, these frameworks not only ensure compliance but also make data easier to find, interpret, and apply. “The logic of data governance should dictate the ease with which data can be found and used,” he says.
Many healthcare organizations face another persistent challenge: technical debt. Over time, legacy systems and overlapping platforms can weigh down even the most innovative teams. Hutchins describes technical debt as “a stage where systems become impossible to maintain, or where obstacles consume more time and effort to work around.” His firm helps clients identify these pain points and simplify operations, focusing on duplicated work, re-entered data, and redundant applications.
“The goal is to simplify overlapping systems while minimizing operational disruption,”
he shares. It’s a steady process that requires collaboration, compliance, and alignment with the end users who live within those systems every day.
In an industry where algorithms are becoming decision partners, Hutchins sees Explainable AI as the next frontier of ethical and transparent innovation. In clinical settings, he insists, AI must not be a black box. “To begin with, you are open and honest. People should understand what a tool does, what data it employs, and what its boundaries are. If you can’t capture that in a straightforward manner, it isn’t ready to be deployed,” he says.
Hutchins also advocates for the inclusion of clinicians and operators early in the development process. Their perspective, he argues, is vital to determining whether AI outputs make sense in real-world care settings. “Clinicians are the only ones who can determine if the output is coherent and if it aids in making the right decisions. That partnership is what fosters trust,” Hutchins explains.
At Hutchins Data Strategy Consultants, this philosophy extends to how the team works with clients. Instead of operating from a distance, they embed directly with internal teams, gaining firsthand insight into barriers, decision-making processes, and the culture that surrounds data use. “We work by embedding with clients instead of consulting from a distance. It’s not about creating dependency. It’s about ensuring organizations become more robust and self-assured,” Hutchins says.
This approach allows clients to build their own internal capabilities, cultivating confidence in both their data and their people. The firm’s work is not merely about solving
problems; it is about equipping healthcare leaders to sustain and expand their success long after the engagement ends.
Bringing Intelligence to Everyday Operations
Artificial intelligence has emerged as one of the most promising tools in healthcare, but its true potential lies not in replacing people, but in freeing them. For Hutchins, AI is most valuable where the administrative weight is heaviest; scheduling appointments, processing referrals, and managing endless documentation. These are the daily tasks that quietly consume the time clinicians could spend with patients.
“AI technology can streamline areas where there is heavy administrative burden. When done carefully, people’s time with patients is maximized while the frustration from repetitive administrative work is reduced,” Hutchins explains. The benefits, he adds, extend far beyond efficiency. A thoughtfully implemented AI system can lift morale, ease burnout, and ultimately improve the experience for both patients and staff.
Yet, Hutchins cautions that success in AI adoption depends on discipline. He believes
every healthcare leader should ground their innovation efforts in the organization’s mission and values. “As AI adoption accelerates, healthcare leaders need to focus on the mission and values when developing AI technology. The focus should be on oversight, data quality, governance, and integration, not just on the technology itself,” he says.
He emphasizes that strong oversight structures must be in place to track the use of these tools, monitor outcomes, and ensure ongoing fairness and accuracy. For Hutchins, these systems are not about limiting innovation, but protecting it. “These structures don’t prioritize the tech. They focus on the operations and the ethics,” he explains.
Another challenge he frequently encounters is the persistent divide between operational teams and analytic functions. Many organizations struggle to translate data insights into actionable improvements because each team speaks a different language. Hutchins and his firm help bridge that divide by building a shared foundation of understanding.
“We focus on developing common definitions and frameworks, providing consistent reporting, and clearly determining accountability for
Many organizations struggle to translate data insights into actionable improvements because each team speaks a different language. Hutchins and his firm help bridge that divide by building a shared foundation of understanding
specific data sets,” he says. The result is greater alignment and more consistent decision-making across departments. When everyone works from the same set of facts, decisions become faster, more confident, and more impactful.
In Hutchins’ view, the goal of AI and analytics is not to replace judgment but to refine it, ensuring that healthcare decisions are made with clarity, fairness, and a renewed focus on what matters most: patient care.
Designing Technology Around People
Hutchins’ leadership in technology begins with a simple but often overlooked truth: no system, no matter how advanced, succeeds without people’s trust and adoption. Early in his career, he discovered that even the most technically flawless software could collapse if it failed to engage those who used it. “I realized that even software solutions that are built perfectly will collapse if there is no employee adoption. I once
Through every stage of his journey, Hutchins has remained steadfast in his vision of people-first innovation. For him, technology’s greatest achievement is not automation or speed; it is empowerment
believed that if a product functioned the way it should, adoption would come naturally. I was wrong. Engagement and ownership are far more critical than design,” he highlights.
That realization reshaped how he approaches problem-solving. Rather than delivering readymade solutions, Hutchins spends much of his time listening, framing challenges alongside his clients, and involving users directly in the design process. “Users who are part of the solution design process usually have a higher degree of confidence and efficacy with the solution,” he explains.
His philosophy is rooted in collaboration and empathy. Every new project begins with a set of critical questions that guide his team’s research and development. “We always ask: How does this help people perform their work more successfully? How well does it integrate into their daily activities? Have we thought through the risks sufficiently?” Hutchins says. If those questions cannot be answered with confidence, he argues, the technology simply is not ready.
The German phrase Arbeiten erfolgreicher, meaning “working more successfully,” often finds its way into his conversations with clients. It captures the crux of his belief that technology should make people’s work more effective, not more complicated. “New tools should improve quality and safety. They should never increase risk or complexity,” Hutchins notes.
This disciplined mindset has helped teams across the healthcare industry adopt innovation with integrity and purpose. It reminds organizations that progress is not defined by how advanced their tools are, but by how seamlessly those tools enhance the human experience.
Through every stage of his journey, Hutchins has remained steadfast in his vision of peoplefirst innovation. For him, technology’s greatest achievement is not automation or speed; it is empowerment. “The real measure of success is when technology makes people feel more confident, more capable, and more connected in the work they do every day,” he concludes.
Shaping Tomorrow’s Tech Visionaries
Kurt Shenk, Enterprise Technology Sector Leader, RSM US
What inspired you to pursue a career in accounting and auditing, and how have you seen the field evolve over time?
My grandfather was an accountant, so I learned about accounting and finance from an early age. I was also inspired by my first accounting professor who described accounting as the “language of business,” which always stuck with me. Over time, I’ve seen the field evolve with the integration of software, automation, and data analytics, making tasks more efficient and allowing for deeper insights.
What do you love the most about your current role?
I primarily serve companies within the technology, media, and telecom industry, ranging in size from startups to mature public companies. I enjoy building relationships with my clients and being a part of their journey, as well as collaborating on cross-functional teams to deliver solutions to our clients. Additionally, in my role as the RSM Technology Sector Leader, I take pride in developing and implementing RSM’s strategic initiatives to support and empower middle
In my role as the RSM Technology Sector Leader, I take pride in developing and implementing RSM’s strategic initiatives to support and empower middle market technology companies
Kurt Shenk is an assurance partner at RSM US LLP and national technology sector leader, overseeing assurance, tax, and consulting for the technology industry. As a partner in RSM’s audit practice, Kurt has more than 16 years of audit and accounting experience, serving clients within the technology, media, telecom industry. Kurt was in the inaugural class of RSM’s Industry Eminence Program, which equips senior analysts to understand and communicate economic and businesstrendsshapingmiddlemarketbusinesses.
Recently, in an exclusive interview with Digital First Magazine, Kurt shared his professional trajectory in accounting and finance, insights into the role of accounting and auditing professionals in shaping the future of business and technology, the secret mantra behind his success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
market technology companies. This includes identifying growth opportunities, fostering innovation, and ensuring these companies have the resources and guidance needed to thrive in a competitive market.
What role do you believe accounting and auditing professionals will play in shaping the future of business and technology, and how can they prepare for this shift?
Accounting and auditing professionals will play a crucial role in providing data-based insights and becoming skilled advisors who guide business strategy. As RSM advances in its digital journey, we’re integrating technologies like artificial intelligence to deliver smarter, more efficient solutions for clients and equip our talent with the skills to thrive in a digital landscape.
How do you approach leadership and team management, and what qualities do you believe are essential for effective leadership?
My approach is to lead by example, maintain open communication, and build trust. I enjoy helping my team set and achieve their career goals, as I believe that is one of the most rewarding opportunities in leadership – producing more leaders.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
Over the years, I’ve been influenced by many great leaders. I’ve had the privilege to participate in leadership development programs and mastermind groups, which have helped me learn from leaders in different industries,
I enjoy helping my team set and achieve their career goals, as I believe that is one of the most rewarding opportunities in leadership – producing more leaders
providing me with valuable perspective and counsel on a range of topics. Another valuable experience for me was being selected as part of the inaugural class within RSM’s industry eminence program, to understand, forecast and communicate economic, business and technology trends shaping the industries RSM serves. Within this program, I helped the firm advise technology clients on conditions impacting middle market leaders.
Throughout your career, you have been a recipient of prestigious awards and accolades including one of Forbes’ Top 200 CPAs and most recently, one of Top 25 Technology Consultants and Leaders in 2025. Our readers would love to know the secret sauce behind your success. I have had the privilege of working with so many great clients and colleagues over the years. Continuous learning, embracing change, giving back to the community, and maintaining resilience in the face of challenges have been crucial in shaping my career. Additionally, surrounding myself with a talented team has been instrumental in driving innovation and achieving success.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I enjoy outdoor adventures and sports, including hiking and golf. I also love exploring new cities and cultures through travel.
Which technology are you investing in now to prepare for the future?
As a firm, one of the areas we have invested in is RSM Luca, our dynamic digital audit
My primary advice to those interested in the field of accounting and auditing is to focus on building a solid foundation of technical skills through education and practical experience
ecosystem, enabling our people to deliver business insights for our clients. This ecosystem is a powerful combination of innovative tools, efficient processes, and our proprietary risk-based audit methodology. RSM Luca supports audit execution and our professionals’ understanding of our client’s business and industry, resulting in a high-quality digital audit tailored to our clients.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
Long-term, I want my career to reflect a commitment to excellence and integrity. In the near term, one of the privileges I have is to mentor the next generation of leaders. RSM takes a forward-thinking and innovative
approach to client service, and I would welcome the opportunity to meet with anyone interested in joining the firm.
What advice would you give to individuals looking to break into the accounting and auditing field, or transition into a leadership role?
My primary advice to those interested in the field of accounting and auditing is to focus on building a solid foundation of technical skills through education and practical experience. Seek internships or entry-level positions that provide exposure to various aspects of the field. Stay current with industry trends and technology, as the landscape is rapidly evolving and being adaptable is essential. For individuals aspiring to transition into a leadership role, I recommend developing effective communication and interpersonal skills. Cultivate relationships and network within your organization and the industry, as leadership is often about influence and collaboration. Look for mentorship opportunities, both as a mentee and as a mentor, to gain insights and share knowledge. Lastly, embrace continuous learning and be open to feedback, as humility, personal growth, and a willingness to adapt are key components of effective leadership.
Revolutionizing Retail through AI-Powered Customer Experiences
Dominik Olejzo, Senior Retail Leader & Global Keynote Speaker
Hi Dominik. What inspired you to pursue a career in retail and customer experience?
Retail is one of the few industries where you see the impact of your work in real-time. I started my retail journey almost 18 years ago, so I’ve had time to understand one fundamental truth - everyone in the company works in the customer experience department, whether they realize it or not. When I began, I worked as a mystery shopper, and that’s when I understood
there’s a reason why in some stores you just love to buy, while in others, you don’t feel like purchasing anything at all. That curiosity led me to dive deeper, and soon after, I worked on the shop floor, experiencing firsthand how small details - product placement, service quality, and atmosphere - can shape customer decisions. I followed that path, working in many parts of the business on different scale - from store to 21 countries in Easte Europe scope, but always putting customers’ needs first. Whether it was
My goal is for people to walk away not just inspired but equipped with ideas they can apply immediately
Dominik Olejko is a Senior Retail Leader with 18 years of experience in Customer Experience, Omnichannel Sales, and Loyalty Marketing. He is passionate about driving business results through people development - never the other way around. His expertise spans the Sports, Interior Furnishings, and now Fashion industries. I gained my experience working for global retail leaders such as Decathlon, IKEA, and H&M. He has a keen interest in innovations shaping commerce and everyday life. He is particularly fascinated by the intersection of traditional and emerging technological realities in the era of AI, AR/VR, and Web3, and their applications in response to evolving consumer needs and loyalty. Recently, he was recognized by CX Network as one of the Top 25 AI Leaders to Follow in 2025.
In an exclusive interview with Digital First Magazine, Dominik shared his professional trajectory, insights into the role of AI and AR evolving in the retail industry, the secret mantra behind his success, his favorite quote, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
The biggest challenge is balanceretailers who over-automate risk losing the human touch, while those who ignore tech will fall behind
sales, product development, or customer experience, I focused on understanding what truly drives loyalty and engagement. Retail constantly evolves, and I love being at the heart of that change.
Can you elaborate on your experience as a keynote speaker and podcast contributor, and how you’ve used these platforms to share your insights on retail trends and customer behavior?
Speaking and podcasting allow me to cut through the noise and focus on what truly matters. Retail is full of buzzwords, but at its core, it’s about human behavior. I challenge assumptions, simplify trends, and make insights actionable. My goal is for people to walk away not just inspired but equipped with ideas they can apply immediately.
What are some common misconceptions or myths about retail and customer experience that you’d like to debunk?
One of the biggest myths is that price drives loyalty. It doesn’t - experience does. Another misconception is that loyalty programs create loyalty; most just reward transactions. True loyalty is built through relevance, convenience, and trust. Many also believe that brands must constantly chase customers, but in reality, the best strategy is reversed loyalty - where customers feel that brands are earning their attention, not the other way around. Lastly, some still think e-commerce will replace physical stores, but the future is hybrid - where digital and physical complement each other.
How do you see the role of AI and AR evolving in the retail industry, and what opportunities and challenges do you foresee?
AI is revolutionizing personalization, and AR is making online shopping more immersive, creating experiences that were previously impossible. However, while these technologies are growing rapidly, adoption levels are still relatively low, meaning retailers can’t go full scale just yet. The ROI on such solutions is visible in the long run and across multiple KPIs, so making them truly loved by customers requires patience, resources, and a well-thought-out integration. That said, the real opportunity lies in how these technologies can bridge the gap between online and offline retail, making shopping smoother, more interactive, and ultimately more enjoyable. The biggest challenge is balance - retailers who over-automate risk losing the human touch, while those who ignore tech will fall behind. The winning formula is using technology like AI, AR or VR to enhance - not replace - real connections.
How do you stay current with the latest developments and trends in retail and technology?
When it comes to information, there’s so much of it now that it feels like drinking from a firehose. Instead of trying to consume everything, I listen more than I talk and selectively choose the people I follow - experts in their fields whose insights I trust. My LinkedIn feed is curated with valuable content (I unfollow not interesting content as a habit), and I subscribe to around 30-35 newsletters where knowledge is wellselected, and I trust the sources. Of course, I don’t have time to read them all in full every
time they land in my inbox, but if there’s a topic I’m researching, I always check them first before heading to Google. On the other hand, industry reports and events are great, but having a solid network of experts and regular catch-ups - even just for a quick lunch - keeps me ahead of the curve.
You were recently recognized as one of the Top 25 AI Leaders in CX 2025. Our readers would love to know the secret mantra behind your success. There’s no secret mantra, just an obsession with the customer. I challenge assumptions, stay curious, and focus on solving real problems. If you look at the innovation adoption cycle, I’m a natural early adopter, so I’ve been exploring technology and its applications in retail for quite some time already. When you combine that with a good business understanding, the results speak for themselves. This gives me the space to share insights during webinars, conferences, and industry reports. It also creates a network of fantastic global leaders that helps you grow every day.
From a practical perspective, working for worldwide retail giants like IKEA, Decathlon, and H&M has given me the opportunity to see how to design, implement, and promote solutions that truly make a difference in customer journeys. This always comes with the fact that you not only learn from successes but also - perhaps even more - from failures. Each misstep provides valuable insights that help refine strategies and build better experiences. Given all of this, I believe it’s not about secrets but about passion, determination, and the ability to take valuable lessons from every experience you have.
Success isn’t about onetime efforts; it’s about consistently delivering value, improving, and staying committed to excellence every single day
What are some of your passions outside of work? What do you like to do in your time off?
Spending time with my family and friends, exploring new places! I’m also a father of two young boys, so after I close my laptop, my agenda is already full until the evening. We love
discovering new places together, whether it’s a weekend adventure or a camper trip to Italy!
In the past, I’ve walked the Camino de Santiago twice - once from Spain and once from Portugal. The second journey was more than 400 km on foot, and it was truly an incredible experience. It gave me time to reflect,
Don’t just copy competitor moves; instead, challenge the status quo and think beyond the obvious
disconnect, and push my own limits. I dream about coming back there again one day.
What is your favorite quote?
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” by Aristotle. This quote perfectly reflects my approach to work, leadership, and customer experience. Success isn’t about onetime efforts; it’s about consistently delivering value, improving, and staying committed to excellence every single day.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
I want to redefine how brands connect with people through AI, omnichannel experiences, and loyalty beyond transactions. The future of retail is at the intersection of technology and human connection, and I want to be a key player in shaping that.
What advice would you give to individuals looking to break into the retail industry or transition into a leadership role?
Stay close to the customer. Learn every layer of the business - from operations to marketing— because great leaders understand the full picture. Don’t just copy competitor moves; instead, challenge the status quo and think beyond the obvious. Never stop asking, “What if we did this differently?” That mindset is what moves industries forward. And don’t forget that at the end of the day, there will always be a human who will choose to buy from you or work for you. Prioritizing real connections over short-term gains is what builds lasting success.
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 ?
Unlocking Revenue Potential through Data & AI
Kash Mehdi, Vice President of Growth, DataGalaxy
Hi Kash. What drives your passion for growth ops and strategy, and how do you stay current with industry trends? My passion for Growth Operations and Strategy comes from the unique opportunity to engage with data and AI leaders across industries— Banking, Financial Services, Insurance, Retail, Healthcare, Higher Education, Manufacturing, Government, and Technology. This exposure allows me to see firsthand the challenges organizations face in unlocking the full value of their data assets.
By working closely with these leaders, I gain a deep appreciation for their immense responsibilities—whether it’s enhancing customer experience, ensuring compliance with evolving regulations (e.g., EU AI Act, GDPR, CCPA, ESG), improving data accessibility for analytics and product development, or advancing workforce data and AI literacy to maintain a competitive edge.
To stay current with industry trends, I focus on continuous learning, research, and community engagement. I actively listen to
Ultimately, my passion lies in advancing data and AI governance worldwide—empowering professionals globally and positioning DataGalaxy as the enterprise standard for data governance across industries
Kash Mehdi is an experienced Growth Ops and Strategy Leader with a proven track record in driving revenue growth and leading Go-To-Market strategies across North America, Europe, the Middle East, Africa, and South America. He has successfully contributed to three major enterprise software companies, securing significant wins and market share. As the Founder of the CDO Masterclass and CDO Academy programs, Kash has been recognized for his thought leadership, earning a spot on the 2024 DataIQ Data and AI Leader Award shortlist. He played a pivotal role in launching DataGalaxy in the U.S., securing its first double-digit customers and driving seven-figure net new business.
Previously, Kash led Informatica’s expansion into the Data Governance space, generating $40 million in annual recurring revenue and $84 million in total contract value in four years. At Collibra, he playedanintegralroleinthecompany’sgrowthfrom a startup to a $5 billion valuation, managing a $56 million portfolio and driving 25% renewal growth. With deep expertise in data and AI governance, privacy, and digital transformation, Kash continues to influence the industry, contributing thought leadership to platforms like Data Stash by Kash, Medium and CDO Magazine.
Recently, in an exclusive interview with Digital First Magazine, Kash shared insights into the key opportunities and challenges facing the enterprise software industry today, the secret mantra behind his success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
the challenges faced by data and AI teams, analyze root causes through conversations with industry leaders, and assess the realworld impact of data and AI on business outcomes. Additionally, I believe in giving back to the community through education.
In my career, I’ve consciously created learning platforms such as the CDO Masterclass (founded in 2022 at DataGalaxy) and the CDO Academy (founded in 2020 at Informatica) to foster safe learning environments for data leaders at all levels. These initiatives have certified hundreds of data and AI leaders across 30+ countries, providing them with best practices and insights from Fortune Global 500 companies and innovative organizations driving data-driven transformation.
Through live interactions, hands-on experience, and ongoing engagement with the global data community, I continuously refine my expertise, ensuring that I stay ahead of industry
shifts while empowering others on their data and AI journeys.
What do you love the most about your current role?
What I love most about my role is the constant exposure to leading organizations and data & AI leaders across industries. I get to learn about unique challenges in the data and AI space while applying my expertise to drive real impact—helping organizations enhance customer experience, advance self-service analytics, improve workforce literacy, and stay compliant with evolving regulations. Beyond thought leadership, I take pride in driving tangible business growth. I helped launch DataGalaxy in the U.S., secure its first double-digit customers, and achieve 7-figure revenue in new business. I also enjoy fostering a culture of continuous learning internally— empowering teams across marketing, customer
Enterprise software must integrate easily with existing technology ecosystems without requiring a “rip and replace” approach
experience, and sales to be more effective in their roles.
Ultimately, my passion lies in advancing data and AI governance worldwide—empowering professionals globally and positioning DataGalaxy as the enterprise standard for data governance across industries.
What do you think are the most significant opportunities and challenges facing the enterprise software industry today?
The enterprise software industry faces significant challenges and opportunities, particularly in delivering real value, usability, and adoption for data workers.
Key Challenges:
1. Driving Real Adoption & Usability –
Many organizations investing in data and AI governance technologies struggle with adoption due to poor user experience. Non-technical users often find these tools complex, making it difficult to integrate them into daily workflows.
2. Data Accessibility & Trust – Data is increasingly scattered across multiple IT architectures, making it harder for analytics teams to find, trust, and use data effectively. This impacts critical business decisions, such as optimizing supply chains, improving customer experience, ensuring compliance, and preventing security breaches.
3. Balancing Innovation with Practicality
– While emerging technologies like OpenAI and DeepSeek drive innovation, fundamental challenges remain in data accessibility, usability,
security, and compliance. Organizations need software solutions that enhance productivity without increasing complexity.
Key Opportunities:
1. Seamless Integration & Deployment
– Enterprise software must integrate easily with existing technology ecosystems without requiring a “rip and replace” approach. Mapping solutions to an organization’s value chain is critical.
2. Clear Playbooks & Learning Forums –Companies need well-defined playbooks to help users maximize software capabilities, along with peer-learning forums where professionals can share best practices and challenges.
3. Executive Sponsorship & Change Management – Successful software adoption isn’t just about technology—it requires strong executive support and change management strategies to empower data and AI teams.
Ultimately, software alone isn’t the answer— it’s a tool. Just as a carpenter isn’t great because of their hammer, they also can’t be great without one. True success comes from a concerted effort across executives, data leaders, and frontline data workers to implement and adapt these solutions effectively.
How do you approach leadership and management, and what qualities do you think are essential for effective leadership?
Effective leadership requires a foundation of empathy, transparency, and strategic storytelling. One of the biggest challenges in leadership—
especially in data and AI—is connecting technical challenges with real business outcomes.
My Approach to Leadership & Management:
1. Empathy & Transparency – Leadership isn’t just about driving results; it’s about understanding the motivations, challenges, and concerns of teams and stakeholders. Transparency builds trust, and trust fuels collaboration.
2. Storytelling & Business Alignment –
A leader must be able to connect the dots between problems, solutions, and value impact. For example, a large insurance company I worked with struggled with customer experience because their agents weren’t prioritizing certain products. The root cause? A lack of clarity in compensation metrics, leading agents to favor products with more predictable earnings. This disconnect between data, business goals, and frontline execution directly impacted customer satisfaction.
3. Communication & Change Management
– Strong leadership means keeping teams aligned, ensuring that everyone understands their role in achieving business success, and creating a common language for collaboration.
4. Leading with Data & Adaptability –Decisions should be data-driven, and leaders must be open to feedback and willing to adapt as business needs evolve. Constant alignment with business stakeholders ensures that data initiatives drive real value rather than becoming technical silos.
Ultimately, great leadership is about bridging the gap between strategy and execution, ensuring that people, processes, and technology are working toward a shared vision.
Congratulations on being nominated for the Data and AI Leader of the Year – Influencer Award. Our readers would love to know the secret mantra behind your success.
I am truly honored to be recognized as the Data and AI Leader of the Year – Influencer by DataIQ. This achievement wouldn’t have been possible without the support of the incredible data and AI community, my team at DataGalaxy, and the many leaders who have believed in my vision for thought leadership and education in data and AI.
● The secret mantra behind my success is simple: creating value for the people I serve. I’ve always believed in empowering data professionals by building learning platforms and fostering knowledge-sharing communities. This belief led me to create initiatives like:
CDO Masterclass (founded in 2022 at DataGalaxy) and CDO Academy (founded in 2020 at Informatica) – These programs have certified hundreds of data and AI leaders across 30+ countries, helping them gain best practices from Fortune Global 500 companies and innovative organizations driving datadriven transformation.
● Thought Leadership Contributions –I actively share insights through platforms like Data Stash by Kash (which I helped create and has gained over 3,700+ active readers), blogs on Medium, CDO Magazine, and other
Constant alignment with business stakeholders ensures that data initiatives drive real value rather than becoming technical silos
forums that serve as self-serve knowledge hubs for data professionals.
What makes this recognition truly special is that it comes from the data and AI community itself—leaders who have personally benefited from these initiatives and have continuously supported this mission. Their trust and engagement fuel my passion to keep pushing the boundaries of data and AI leadership.
Is there a particular person you are grateful for who helped get you to where you are?
I am incredibly grateful to the founders and leaders who took a chance on me and gave me the opportunity to witness entrepreneurial spirit, business growth urgency, and leadership excellence up close. Some of my greatest lessons have come from observing their work ethic, relentless dedication, and strategic thinking in scaling businesses.
A special thanks to:
● DataGalaxy – Co-founders Lazhar Sellami & Sebastien Thomas and Chief Evangelist Laurent Dresse for their trust and support in expanding DataGalaxy’s presence and success.
● Informatica – Jitesh Ghai (Chief Product Officer), Eric Salava (SVP of Sales), Mauricio Ramirez (Enterprise Sales Leader), Ewan Henderson (SVP North America Sales), Emilio Valdes (SVP EMEA-LATAM Sales), Brendan Steffani (VP of Strategic Sales), Vineet Walia (Chief Strategy Officer), Ansa Shekharan (Chief Customer Success Officer), and Amit Walia (CEO), whose leadership shaped my perspective on driving business impact.
● Collibra – Co-founders Stijn Christiaens & Felix Van De Maele, Philip Carty (Chief Revenue Officer) for their visionary leadership.
● University of Arkansas at Little Rock –Dr. John R Talburt, Dr. Elizabeth Pierce
● University of Arkansas for Medical Science – Dr. Umit Topaloglu, Dr. Mathias Brochhausen
I’m sure there are many more leaders who have contributed to my journey, and I’m truly thankful for the collective wisdom, mentorship, and opportunities they have provided. Their influence has been instrumental in shaping my approach to growth, leadership, and business strategy.
What are some of your passions outside of work? What do you like to do in your time off?
Staying fit, healthy, and maintaining a balanced lifestyle are my top priorities outside of work. I enjoy reading, writing thought leadership content, and sharing my learnings from realworld experiences to contribute to the broader data and AI community.
I also love going on long walks, spending quality time with family, and mentoring aspiring professionals in the space. Teaching is another passion of mine—I currently serve as a guest lecturer at the University of Arkansas at Little Rock, where I teach graduate-level courses on data governance.
Additionally, I actively participate in data meetups and public speaking engagements, where I get to connect with new people, exchange ideas, and stay engaged with the latest industry trends.
Which technology are you investing in now to prepare for the future?
I am currently investing in data and AI governance technologies, such as DataGalaxy, to ensure we’re well-prepared for the future of the data landscape. Additionally, I’m focusing on continuous learning and development through platforms like LinkedIn Learning and industry reports from leaders such as Gartner, Forrester, and BARC. I also engage with specialized communities like the Gartner Peer Community and DAMA International.
A significant portion of my investment is in acquiring knowledge—whether it’s through books on data and AI governance, studying case studies from Fortune Global 500 companies, or exploring generative AI technologies. I’m also deeply committed to building educational forums, like the CDO Masterclass, to cultivate a culture of learning for professionals impacted by data and AI across industries worldwide.
What is your biggest goal? Where do you see yourself 5 years from now?
In the next five years, my goal is to be closely engaged with customers and data/AI leaders, taking on executive-level roles focused on driving revenue and contributing to business growth. I don’t focus on specific titles, as I believe what truly matters is the opportunity to learn directly from customers while helping achieve revenue objectives. Additionally, I aspire to be recognized as a leading voice and thought leader in the data and AI space, continuing to make an impact through innovative Thought leadership contributions and fostering collaboration across industries.
Some of my greatest lessons have come from observing their work ethic, relentless dedication, and strategic thinking in scaling businesses
What advice would you give to someone just starting their career in growth ops and strategy?
Starting in Growth Operations and Strategy requires strong communication skills, both verbal and written, and a willingness to embrace feedback at every stage of your career. Seek out mentors who can provide guidance and challenge you to think beyond the status quo. I recommend focusing on upskilling in soft skills, especially writing, to capture and reflect
on your learnings. Take time to understand the day-to-day responsibilities of the roles you’re aiming for and map out a plan for continuous learning. Don’t be afraid to admit when you don’t know something, and always be open to perspectives from others, regardless of their title. Emotional intelligence is key—learn to see the world through others’ eyes. Be bold, put yourself out there, and embrace criticism and feedback, as it will help you grow into the best version of yourself.
Transforming Healthcare through Digital Innovation
Gizem Kedici Ozbayrac, Chief Business Excellence and Digital Officer, Roche Turkiye, Published Author and Lecturer
Hi Gizem. What drives your passion for business strategy and leadership, and how do you stay motivated?
My greatest professional motivation is progress. This can stem from driving new business growth through strategic initiatives or fostering team development through effective leadership. In today’s business environment, leadership involves continuously generating ideas and resolving challenges, whether related to market shifts or customer dynamics, across nearly all
industries. What truly motivates me is seeing the successful implementation of business strategies lead to tangible results and continued progress.
What do you love the most about your current role?
My role focuses on driving health transformation by digitizing healthcare services for chronic patients. These solutions bring innovation to the area through digital, robotics, and AI-driven technologies. What I find most rewarding about
What truly motivates me is seeing the successful implementation of business strategies lead to tangible results and continued progress
Gizem Kedici Ozbayrac is a seasoned professional with 20 years of experience, starting her career as a management consultant where she drove transformative business changes across diverse industries and geographies. Over the last decade, she has held leadership roles in various functions, leading transformations and business innovation in pioneering multinational organizations. Gizem is the author of the Enterprise Agility book, published by Taylor & Francis, and is a seminar lecturer at two prestigious universities in Turkiye. She holds a Bachelor’s degree from the Middle East Technical University and a Master’s degree from the University of Birmingham, UK. Recently, in an exclusive interview with Digital FirstMagazine,Gizemsharedinsightsonthefuture of healthcare, personal role model, significant career milestone, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
my role is how these innovations enhance the quality of life for patients managing chronic conditions, streamline clinical practices for healthcare professionals, and reduce the societal burden of disease.
As a solid outcome example, I received a call from the daughter of a cancer patient who lives on a different continent. She needed to monitor her mother’s treatment schedule and overall well-being. Thanks to the digital chronic disease management application that Roche sponsored and helped develop, she was able to remotely track her mother’s treatment progress with her oncologist, despite the vast distance between them.
Can you share your thoughts on the future of healthcare and how you see the industry evolving in the next 5-10 years?
Unlike other industries such as financial services, telecommunications, and commerce, which have rapidly evolved in recent years, healthcare has traditionally experienced slower technological advancement. However, this delayed evolution has allowed for a significant leap in innovation. Today, healthcare is undergoing an accelerated transformation driven by digital technologies and data.
Key advancements include AI-driven clinical trial recruitment, faster drug discovery, and more accurate, error-free diagnoses through image recognition. Digital disease management, powered by treatment sensors and auto-diagnosis tools, is improving patient care, while robotics in surgery is enabling remote operations. Genomic profiling is paving the way for personalized healthcare, ensuring
Given the challenges posed by an aging population, hyperurbanization, and the increasing cost of healthcare, enabling healthcare transformation is critical to preparing for the future
that patients receive the right treatment, with the right diagnosis, at the right time.
These innovations point to a future where drug discovery is faster, diagnoses are automated and error-free, treatments are personalized, and care is remotely tracked and administered at home. Given the challenges posed by an aging population, hyper-urbanization, and the increasing cost of healthcare, enabling healthcare transformation is critical to preparing for the future.
Tell us more about your book, “Enterprise Agility,” and how you’ve applied its principles in your own work. Since 2018, I had the privilege of leading one of the first large-scale agile transformations, which included designing and implementing an operating model focused on agility. As a pioneer in adapting the entire management structure to agile methodologies, many multinational companies sought my expertise for consultation. Observing the common challenges and similar needs across organizations, I authored Enterprise Agility, a practical guide published by Taylor & Francis Publishing Group in the US.
The practices outlined in the book are drawn directly from the transformations I led in various companies. Key principles covered include how financial planning and P&L management shift to quarterly business review cycles, how marketing strategies evolve through customercentric design and omnichannel engagement, and how operations are revolutionized through AI-driven automation. I believe these new approaches to business management have become the standard, and I continue to teach these principles in MBA seminar lectures.
Every industry and field stands to gain immensely by embracing the transformative potential of data and harnessing its full value
How do you see your recognition as a Top 50 Data & Analytics Professional awarding your work and goals moving forward?
It was a great honor to be recognized as one of the global Top 50 in the data field. I firmly believe that leveraging data and analytics through artificial intelligence is a powerful driver of business development and progress. Throughout my career, I’ve witnessed firsthand how AI has enabled risk-free automation of insurance claims, streamlined banking loan approvals through predefined algorithms, enhanced customer service in telecommunications, and, in my current role, how rule-engine-based clinical guidelines empower healthcare professionals to make better decisions. Every industry and field stands to gain immensely by embracing the transformative potential of data and harnessing its full value.
What do you think are the most significant opportunities and challenges facing women in technology and leadership positions today?
I believe the challenge of being perceived as a woman leader in the tech industry is largely behind us. I consider myself fortunate to have witnessed Ginni Rometty’s transformative leadership at IBM during my time as a consultant there. She paved the way for many others, including Sheryl Sandberg, Safra Catz, and Susan Wojcicki. I’m convinced that leaders who combine business acumen with technological expertise bring immense value to any organization
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I deeply admire self-made leaders who have forged their own path to success. But to be specific, I can name my late grandfather as a mentor: he was brought up in a small community in Turkiye. During the establishment of the Republic, he was granted a PhD scholarship in Engineering from the University of Missouri. He was fluent in English, German and French. He established a corporation as well as giving back to his country by teaching at the university and by being one of the academicians establishing the National R&D Institute of Turkiye Tubitak.
What has been your most careerdefining moment that you are proud of?
While I take great pride in all my professional achievements—from implementing complex programs to successfully launching new products and receiving positive customer feedback on newly designed services— nothing has been more rewarding than the leadership feedback I’ve received.
A standout moment occurred when members from my team who were transitioning into managerial roles completed a week-long leadership certification. When I asked for their thoughts on the training, they shared that the trained leadership behaviors were easy to grasp, seeing my approach with them. That moment of recognition brought the highest sense of fulfillment in my career.
The leaders who will thrive in the near future are those who approach their work with flexibility and a growth mindset, rather than being confined by the limitations of their job descriptions
How do you prioritize your wellbeing and self-care amidst a demanding career?
Becoming a mother taught me how to build a healthy work-life balance, where I prioritized my son’s upbringing while fulfilling my professional responsibilities. As he grew older and became more independent, I was able to dedicate more time to my own interests. Today, I strive to balance my time between my career, my family and loved ones, and personal passions like academia, painting, dancing, and movie critique.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
My personal ambition is to follow in my grandfather’s footsteps, just as my parents did—building a successful career, scaling my expertise to wider audiences, earning international recognition, and giving back to my country through academia.
What advice would you give to individuals looking to break into the business or healthcare industries?
For newcomers to the workplace, I highly recommend developing multifunctional expertise by fostering learning agility. The business landscape is evolving faster than ever before. The leaders who will thrive in the near future are those who approach their work with flexibility and a growth mindset, rather than being confined by the limitations of their job descriptions.
Pioneering Personalized Healthcare Ecosystems
Padam (Sundar) Kafle, Head of Innovation, Aster DM Healthcare
Hi Padam. What inspired you to pursue a career in healthcare IT, and how have you seen the field evolve over time?
My journey into healthcare IT began with a deep realization that technology has the power to redefine how care is delivered. Coming from a background where innovation was not just a tool but a necessity to improve lives, I saw an opportunity to bridge the gap between technology and healthcare. Over the years, I have witnessed healthcare IT evolve from basic digitization to predictive intelligence, shifting from simple
data collection to real-time decision-making. The rise of SI, blockchain, and automation is pushing us toward a proactive, personalized, and preventive healthcare model. My goal has always been to stay ahead of the curve, ensuring that technology doesn’t just support healthcare but fundamentally transforms it.
What do you love the most about your current role?
What excites me the most about my role is the ability to shape the future of healthcare through
Seeing the tangible difference my work makes for patients, doctors, and hospitals fuels my passion and keeps me pushing the boundaries of what’s possible
Padam Kafle is a visionary healthcare innovator, technologist, and leader in Super Intelligence (SI)driven healthcare transformation. As the Head of IT, Automation at Aster Hospitals UAE & Oman and Head of Innovation at Aster DM healthcare, he spearheads groundbreaking projects in predictive healthcare, decentralized patient records, and SI-driven clinical decision support systems. Padam is the inventor of PAHSI, a GenSI-powered personalizedhealthcareecosystem,revolutionizing patient care with proactive intelligence. Recognized among Global Sustainability Change-Makers and CIO100Honoreesandmorethan100technological leadership awards, he is dedicated to extending healthy life expectancy beyond 100 years through knowledge-powered superintelligence, automation, and next-generation healthcare technologies.
Recently, in an exclusive interview with Digital First Magazine, Padam shared insights on the role of Web3 technologies in shaping the future of healthcare, the inspiration behind developing PAHSI, the secret mantra behind his success, personal hobbies and interests, future plans, words of wisdom, and much more.The following excerpts are taken from the interview.
technology. I’m not just implementing solutions; I’m driving innovation that has a direct impact on patient care. Whether it’s PAHSI, automation frameworks, ALIF (Advanced Life Integrated Framework), or predictive analytics models, every project I work on is not just about improving efficiency but about saving lives. Seeing the tangible difference my work makes for patients, doctors, and hospitals fuels my passion and keeps me pushing the boundaries of what’s possible.
What do you believe are the most significant challenges facing the healthcare IT field today, and how can leaders like yourself address them?
One of the biggest challenges in healthcare IT today is interoperability. Healthcare systems still struggle to communicate seamlessly, making universal standards and decentralized models like Web3 a necessity for truly integrated care. Another pressing issue is data privacy and security. As we digitize more, patient data becomes increasingly vulnerable, making end-to-end encryption, decentralized records, and SI-driven threat detection essential. Additionally, resistance to change remains a significant hurdle. Technology evolves faster than organizations can adapt, which is why leadership must drive cultural change alongside technological upgrades. Scalability is another key challenge; SI and automation can revolutionize healthcare, but only if they are accessible and cost-effective for facilities of all sizes. As leaders, we must anticipate these challenges before they arise, foster cross-disciplinary collaboration, and ensure that every innovation aligns with real healthcare needs.
What role do you believe Web3 technologies will play in shaping the future of healthcare, and how can healthcare organizations prepare for this shift?
Web3 is poised to revolutionize healthcare by decentralizing patient data and eliminating the need for middlemen. Imagine a system where medical records aren’t stored in hospital databases but are instead securely maintained on a blockchain, accessible only by authorized caregivers and the patient. This would eliminate data breaches and allow for seamless and secure data sharing. To prepare for this shift, healthcare organizations must start adopting decentralized identity management so that patients truly own their health records. Smart contracts should be used for billing and insurance claims to reduce fraud and streamline processes. Blockchain can be leveraged to track pharmaceuticals in the supply chain, eliminating counterfeit drugs. Most importantly, healthcare professionals must be trained on SI and blockchain concepts to ensure they are ready for the future. Personally, I am working on Web3 models for decentralized patient records, which I believe will be a major step toward secure and accessible healthcare.
What inspired you to develop PAHSI, a GenAI-powered system designed to deliver personalized healthcare services?
PAHSI was born from a bold vision: healthcare should not be reactive; it should be predictive and personalized. Most healthcare systems today focus on treating patients after they get sick. PAHSI was designed to change this by analyzing health patterns, predicting potential risks, and recommending preventive actions
before symptoms even appear. Inspired by superintelligence, PAHSI is not just another healthtech solution—it is a life-extending ecosystem that aligns with the vision of global healthcare leaders such as Dr. Moopen, Dr. Sherbaz, and the visionary leader of the UAE, HH Sheikh Mohammed Bin Rashid Al Maktoum. The focus is no longer on treating illness but on achieving true healthcare by preventing disease and enhancing the quality of life.
How do you see your work in healthcare IT and innovation contributing to the broader goal of improving patient outcomes and enhancing the overall quality of care?
Every project I work on is centered around improving patient care. SI, automation, and analytics have the potential to reduce misdiagnosis by enhancing clinical decisionmaking. Early disease detection, powered by
Web3 is poised to revolutionize healthcare by decentralizing patient data and eliminating the need for middlemen
Staying curious beyond one’s domain fuels innovation, and I find inspiration in constantly exploring new challenges
SI, can prevent costly and life-threatening complications before they develop. Optimizing hospital workflows ensures that doctors spend more time with patients rather than on paperwork. Personalized healthcare powered by SI enables real-time insights tailored to each patient’s unique needs. The broader goal is to increase healthy life expectancy beyond 100 years, and I firmly believe that SI-driven superintelligence will be the key to making this a reality.
You were recently recognized as the “Sustainability Global ChangeMakers Award” in 2025 and one of the Honorees at the prestigious CIO100 Awards UAE. Our readers would love to know the secret mantra behind your success.
The secret is simple—never settle. Keep innovating and solve real problems. I don’t chase awards; I chase impact. When you work on something meaningful, recognition follows naturally. My approach has always been to think big but execute pragmatically, surround myself with people smarter than me, learn from failures, adapt quickly, and never stop challenging the status quo. Success in healthcare IT is not about individual achievements; it is about how much you can transform an industry. In healthcare, there is no finish line for care and quality. The more you do, the greater the opportunity to make a lasting impact. When I write code, I remind myself that each piece of logic is going to impact hundreds of thousands of
people. Even though I am not a doctor, nurse, or paramedic, I am still contributing to making healthcare faster, smarter, and more effective through innovation.
Is there a particular person you are grateful for who helped get you to where you are?
Success is never achieved alone. I have been fortunate to have incredible mentors, colleagues, and family members who have supported me throughout my journey. Dr. Sherbaz Bichu has been a key influence, inspiring me to push the boundaries of SI-driven healthcare innovation. My uncle, T.P. Khanal, instilled in me from childhood that there is no limit to gaining knowledge and that learning should be a lifelong pursuit. My grandfather’s resilience, my parents’ unwavering support, and my grandmother’s wisdom have all shaped who I am today. My grandmother, despite having little formal education, taught me life lessons that surpass even my doctorate research. She instilled in me the values of integrity and truthfulness—principles that have guided me through every challenge and success.
What are some of your passions outside of work? What do you like to do in your time off?
I believe in pushing human limits, which is why I take on extreme adventures such as trekking Mt. Kailash, fasting challenges, and endurance training. Beyond that, I enjoy mentoring tech startups, exploring ethical applications of SI, and spending quality time with my family. Staying curious beyond one’s domain fuels innovation,
and I find inspiration in constantly exploring new challenges.
What is your biggest goal? Where do you see yourself five years from now?
My ultimate goal is to lead the transformation of healthcare through knowledge-driven superintelligence. In five years, I envision running the world’s first decentralized healthcare superintelligence system, most likely powered by PAHSI 3.0. I aim to redefine clinical decision-making by leveraging SI to ensure zero misdiagnosis. Expanding ALIF into a global healthcare intelligence powerhouse is another milestone I am working towards. Additionally, I want to contribute to Web3 innovations in healthcare, making decentralized patient records a reality. My mission is clear—use superintelligence to make healthcare truly care about individuals.
What advice would you give to individuals looking to break into the healthcare IT field or transition into a leadership role?
Mastering both technology and healthcare is crucial. Being good at IT alone is not enough; one must also understand the medical world. It is essential to think patient-first, ensuring that every solution developed has a direct impact on improving lives. Embracing SI and automation is key, as the future belongs to those who leverage machine intelligence for human wellbeing. Never stop learning because healthcare is evolving rapidly. Leadership is not about titles—it is about solving the problems no one else dares to tackle. If you can do that, success will come to you.
Shaping the Future of Telecom through Strategic Leadership
Erez Sverdlov, Vice President, Cloud and Network Services, Europe at Nokia
What drives your passion for the telecommunications/technology industry, and how have you seen it evolve over your 30-year career?
I am privileged enough to work in an industry that can impact how innovations drive sustainable development and digitalisation.
When I started, it was all about copper wires and dial tones. But even then, I was excited about connecting people, breaking down barriers and bringing the world closer
together. That fundamental drive hasn’t changed, even as technology has gone through radical transformations.
Over the past 30 years, I’ve seen the industry evolve from analogue to digital, from fixed lines to mobile, and now to the incredible possibilities of 5G and beyond. Each step has been a leap forward, opening up new ways to communicate, learn, work, and play.
What truly excites me is the potential of technology to solve some of the world’s biggest
Over the past 30 years, I’ve seen the industry evolve from analogue to digital, from fixed lines to mobile, and now to the incredible possibilities of 5G and beyond
Erez Sverdlov is a senior executive with over 30 years of experience in the global telecommunications and technology industry. Currently leading Nokia’s software business in Europe, he is a pragmatic leader with a strong track record in customer management, strategic business development, and the delivery and support of technology-based solutions.
In an exclusive interview with Digital First Magazine, Erez shared insights on the role of technology in addressing some of the world’s most pressing challenges such as climate change and social inequality, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Technology has a crucial role in tackling the world’s biggest challenges, and that’s one of the reasons I’m so passionate about working at Nokia
challenges. We’re talking about connecting remote communities, empowering education, enabling healthcare breakthroughs, and even tackling climate change. That’s the kind of impact that makes me proud to be a part of the telecommunications industry.
What do you love the most about your current role?
I am responsible for Nokia’s software business in Europe, and I enjoy the fast-paced, dynamic environment of the European market. I’m particularly drawn to the challenge of building strong relationships with customers and understanding their unique needs. Seeing how our solutions can empower them to achieve their goals and make a real difference in their businesses and communities is incredibly satisfying.
I love the dynamic interplay of technological advancements and evolving customer expectations and how it defines the telecom industry landscape in Europe.
What role do you believe technology can play in addressing some of the world’s most pressing challenges, such as climate change or social inequality?
Technology has a crucial role in tackling the world’s biggest challenges, and that’s one of the reasons I’m so passionate about working at Nokia. I truly believe that we’re not just building networks, we’re building a better future.
Take climate change. Technology can play a pivotal role here in helping industries become more efficient and sustainable. At Nokia, we’re developing energy-efficient solutions for our networks and working with our customers to
help them reduce their carbon footprint. It’s about using our expertise to make a real difference. And when it comes to social inequality, technology can be a powerful tool for inclusion. We can use networks to connect people in remote areas, provide access to education and healthcare, and empower communities to build a better future. It’s about using technology to bridge the digital divide and create a more equitable world.
How do you approach leadership, and what qualities do you believe are essential for effective leadership in the tech industry?
For me, leadership isn’t about wielding power but empowering others. This where I’m truly aligned with Nokia’s collaborative and open approach. Leadership is about fostering a culture where everyone feels valued, heard, and
empowered to contribute their best. I believe in the power of collaboration and always look for ways to learn and grow.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I’ve been fortunate to have several mentors, each contributing to my professional journey in different ways.
My colleagues and managers have taught me the importance of taking initiative, thinking strategically, and building strong relationships. This continuous learning and improvement has helped me develop my skills and confidence and ultimately led me to my current position.
I believe my professional journey is testament to the power of collaboration and the importance of learning from those around you.
What are some of your passions outside of work? What do you like to do in your time off?
I’m a big sports fan, and I love the competitive spirit. It’s not just about winning, though. It’s about pushing yourself to the next level, overcoming challenges, and learning from every experience. Whether watching a game, playing with friends, or even just following my favourite teams, it’s a great way to unwind and recharge.
I also love to travel with my family. We’ve been fortunate enough to explore some amazing places, and it’s always inspiring to experience new cultures, meet new people, and learn about different ways of life. It’s a great way to broaden your horizons and gain a new perspective.
I’m also always looking for new ways to challenge myself and learn new things. Whether it’s a new language, a new skill, or a new hobby, I believe it’s important to keep growing and evolving.
Which technology are you investing in now to prepare for the future?
At Nokia, we are committed to developing sustainable technologies and solutions, reducing our environmental footprint, and promoting circular economy principles. This includes investing in energy-efficient network infrastructure, promoting recycled materials, and developing solutions for smart cities and industries.
Our main strategic focus is to prepare for the future, emphasising driving innovation and growth in key areas. We support this focus by actively researching and developing 6G technologies and investing in cloud-native solutions for our network infrastructure and next-generation fibre access, integrating AI and ML into our products and services to enhance network performance.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
My long-term career aspirations are deeply intertwined with the telecom industry. I am passionate about driving innovation and growth, particularly in the areas of cloud-native solutions, 5G and 6G and AI/ML. I believe these technologies hold immense potential to transform industries and improve lives, and I want to be at the forefront of this transformation.
At Nokia, we are committed to developing sustainable technologies and solutions, reducing our environmental footprint, and promoting circular economy principles
What advice would you give to individuals looking to break into the telecommunications/technology industry?
I find the tech industry fascinating, and I’m glad to see new talent coming in. As it is getting more and more popular among young people, I would suggest newcomers focus on four major things. First, build a strong foundation. Focus on STEM fields, gain hands-on experience with technologies like networking and cloud computing, and stay updated on the latest trends.
Second, don’t underestimate the power of soft skills. Communication, problem-solving, and teamwork is crucial for success in a collaborative industry.
Third, get out there and build a network! Attend industry events, connect with professionals, and contribute to open-source projects.
Finally, find your passion and never stop learning. The tech world is constantly evolving, so embrace challenges and stay curious. You can make a real impact in this dynamic field with hard work and dedication.
Leading the Charge in AI-Powered Business Transformation
Chandra Surbhat, Chief AI and Digital Officer, SLK
Hi Chandra. What drives your passion for digital transformation and innovation?
My drive for digital transformation comes from the opportunity to create meaningful change and enhance the way organizations connect with their users. The ability to leverage customercentric strategies, design thinking, and a persona-based approach allows us to simplify, personalize, and deliver products and services through the channels users prefer.
What excites me most is how digital transformation enables organizations to rethink their business processes, launch innovative products, and blur the boundaries between industries. Digital and innovation go hand in hand, driving growth and new possibilities.
The emergence of the Metaverse is especially fascinating, as it bridges the gap between the physical and digital worlds. By bringing more digital into the physical space and enriching
While AI’s benefits are real, the journey to achieve the goal depends on innovation in computing, models and data
Chandra Surbhat is a visionary digital leader with a passion for driving business impact through technology. His expertise lies in leveraging strategic alliances and cutting-edge technologies to drive AI-powered digital transformation for clients. Chandra has successfully managed billion-dollar P&L businesses, turned around underperforming units and unlocked efficiencies. His leadership has been instrumental in driving organizational transformations and aligning business strategies with emerging technologies like AI, Cloud, and Digital Experience.
As Chief AI and Digital Officer at SLK Software, Chandra leads the company’s digital and AI led transformation strategy, focusing on delivering business outcomes. He is focused on building IP/platforms, strategic partnerships with niche vendors to co-create value for customers.
Recently, in an exclusive interview with Digital First Magazine, Chandra shared insights into what drives his passion for digital transformation and innovation, significant career milestone, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
physical experiences through technology, we are on the brink of redefining how users interact with both realms. This constant evolution is what fuels my passion every day.
What do you love the most about your current role?
My role at SLK blends the best of technology to drive organizational transformation, integrating Data, Digital, and AI. At SLK, we believe that AI is the game changer, taking transformation to the next level. The ability to leverage cutting-edge technologies to help our customers navigate change and achieve their goals is the most rewarding part of my role.
SLK’s commitment to staying at the forefront of digital innovation ensures that we not only meet our clients’ current needs but also position them for long-term success in a rapidly evolving technological landscape.
What role do you believe innovation and experimentation play in driving business growth and transformation, and how do you encourage and support innovation within your organization?
Rapid prototypes, multi-disciplinary teams and fail-fast were the key requirements for digital transformation. With AI, the game changes to the next level. Innovation and experimentation, including building own products and frameworks, are crucial in AI. While AI’s benefits are real, the journey to achieve the goal depends on innovation in computing, models and data.
At SLK, we have a focused engineering team developing assets/IPs, driving internal adoption and contextualizing the innovation to
meet customer needs. Our goal is to drive an AI-first mindset to transform the organization’s business model and go beyond the standard efficiency and cost game.
How do you stay ahead of emerging trends and developments in the digital landscape, and what resources do you rely on for professional development?
Interacting with customers, thought leaders, product vendors, and analysts provides different perspectives, including both long-term potential and short-term challenges. Co-innovation with product vendors and customers is another way to gain an early understanding of the emerging landscape. Resources are more accessible and available today like never before.
What has been your most careerdefining moment that you are proud of?
Every time we have been able to resolve a seemingly difficult problem—whether related to customers, technology, or organizational challenge it has been incredibly fulfilling, as it not only strengthens our capabilities but also drives meaningful progress.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
Complex problems have been my biggest mentors. It wouldn’t be fair to single out just one or two individuals, as there have been countless people I’ve had the privilege of interacting with and learning from. Both the challenges I’ve faced and the people I’ve
learned from have played a significant role in shaping my career.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I spend time engaging in activities such as yoga, sports, and exploring different cultures.
Which technology are you investing in now to prepare for the future?
At SLK, AI, including generative AI, is a top priority for us. We are deeply focused on driving technological investments in digital, data, and model development, recognizing that these elements are crucial in unlocking the full potential of AI. By leveraging cutting-edge AI technologies, we are helping our customers transform their businesses, making processes more efficient, personalized, and innovative.
We are committed to staying at the forefront of AI advancements, ensuring that our solutions not only meet today’s needs but also prepare our clients for future success. AI is central to our vision of creating impactful, scalable solutions that drive meaningful change across industries.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
AI is central to our vision of creating impactful, scalable solutions that drive meaningful change across industries
AI will pervade our lives over the next five years in more ways than we can imagine. My aspiration is to play a pivotal role in harnessing the power of AI for the greater good, ensuring its development and application are both impactful and sustainable.
What advice would you give to aspiring digital leaders looking to develop their skills and expertise in driving business transformation?
Building technology should be driven both by passion and purpose. Business transformation demands a deeper understanding of the industry domain, strong consulting capabilities, and the ability to demonstrate measurable outcomes that create real impact.
How Smart Contracts Are Automating Compliance in Medical Device Manufacturing
Michelle Kuei, Founder and CEO, Mulder
What led you to focus on its application in medical device traceability and supply chain transparency?
I founded Mulder because I saw an opportunity to transform how medical device manufacturers approach regulatory compliance and traceability. With over seven years of experience scaling global MedTech firms and launching products under US FDA and EU MDR regulations, I’ve seen firsthand the complexity, cost, and inefficiencies companies face in ensuring compliance and patient safety.
My co-founders, Sriya and Prathyusha, and I met while completing our MBAs at Hult International Business School. Over the past two years, we’ve worked together on multiple projects, leading to the creation of Mulder. With Web3 technology maturing, we recognized a unique opportunity to introduce a more secure, efficient, and cost-effective solution for device traceability. By leveraging blockchain, Mulder empowers medical device manufacturers to seamlessly maintain compliance, improve transparency, and ultimately enhance patient safety.
By leveraging blockchain, Mulder empowers medical device manufacturers to seamlessly maintain compliance, improve transparency, and ultimately enhance patient safety
Michelle Kuei is the Founder and CEO of Mulder, a company transforming medical device traceability through blockchain technology. Trained as an architect, Michelle later transitioned into MedTech, where she has spent over eight years driving innovation and regulatory compliance. Having grown up in a family deeply involved in the industry, she developed an early understanding of its challenges and opportunities. Before founding Mulder, Michelle played a key role in scaling global MedTech firms, leading FDA and EU MDRcompliant product launches, and spearheading strategic growth initiatives.
In a recent interview with Digital First Magazine, Michelle Kuei discussed her experience with blockchain solutions for medical device traceability and supply chain transparency. She shared her views on medical device traceability, improving the security of medical device data, adoption of blockchain in healthcare, and many more.
Blockchain ensures regulatory compliance and data security by recording every transaction in an immutable, decentralized ledger
How does blockchain enhance traceability in the medical device industry, and what are its key advantages over traditional tracking systems?
Blockchain offers a significant leap forward in medical device traceability. Unlike traditional systems, which can be prone to errors and manipulation, blockchain creates a secure and transparent record of a device’s journey, from manufacturing to patient use. With blockchain, every transaction is recorded immutably, meaning the data cannot be altered or deleted, reducing the risk of counterfeits and ensuring data integrity. This shared record provides a single source of truth for all stakeholders, streamlining audits and improving collaboration between
manufacturers, regulators, and healthcare providers. Smart contracts automate compliance checks, ensuring that each step in the device’s lifecycle adheres to regulations and triggers alerts for any discrepancies. By replacing manual record-keeping with a secure and efficient digital system, blockchain reduces administrative burdens, lowers costs, and ultimately enhances patient safety.
What are the biggest challenges in ensuring transparency within the medical device supply chain, and how can blockchain help solve them?
Medical device recalls are increasingly common, underscoring systemic flaws in legacy traceability systems. In 2022 alone, the UK recorded 2,754
recall events, spurred by deficiencies ranging from software bugs to equipment malfunctions. Reliance on antiquated paper trails or incomplete digital records has left supply chains opaque, hampering quality control and regulatory oversight. This data integrity gap has direct and tragic consequences - in the UK, faulty medical devices contributed to over 1,000 patient deaths between 2015-2018. Moreover, status quo tracking methods also burden device producers with manual inefficiencies and compliance risks that stifle innovation.
Mulder leverages the security and immutability of blockchain technology to provide the first purpose-built end-to-end traceability solution for small to medium medical device manufacturers. By logging comprehensive supply chain events, Mulder forms a complete, unified data trail of the product’s full lifecycle by storing tamper-proof entries on a permissioned, cloud-based ledger - from raw materials to point-of-care delivery. The system will complement current systems medical device manufacturers often use, to allow for seamless integration within a manufacturer’s existing workflows for rapid adoption. Our permissioned ledger logs tamper-proof data entries across production progression.
How can blockchain solutions support regulatory compliance and improve the security of medical device data?
Blockchain ensures regulatory compliance and data security by recording every transaction in an immutable, decentralized ledger. Each update—whether tracking materials, verifying suppliers, or logging device usage—is encrypted, time-stamped, and permanently stored, preventing tampering or fraud. Smart contracts automate compliance checks, instantly
flagging discrepancies and ensuring adherence to EU MDR and FDA standards. This eliminates manual errors, speeds up audits, and enhances transparency, making Mulder Tech’s blockchain solution a secure and efficient compliance tool for medical device manufacturers.
What trends are driving the adoption of blockchain in the healthcare and medical device sector, and what challenges still need to be overcome?
One of the biggest challenges is that the medical device industry is notoriously conservative and slow to adopt new technologies.
However, recent advancements have made blockchain technology scalable and efficient enough for complex applications like medical device manufacturing. The industry, once hesitant, is now more open to blockchain due to increased understanding and regulatory support from agencies like the FDA and ISO. The pandemic further highlighted the need for robust traceability, accelerating the adoption of innovative solutions like blockchain to ensure product safety and integrity. – This confluence of factors makes now the perfect time for Mulder.
Where do you see blockchain technology making the biggest impact in healthcare beyond medical device traceability?
With blockchain, we envision a decentralized health market space. Blockchain makes it possible for patients to control and share their health data securely, whether for research, AI development, or new treatments. Instead of relying on hospitals or tech companies to manage data, individuals can choose who accesses their information and even be compensated for sharing anonymized records. This approach improves AI-driven
If you’re a medical device innovator, we want you to put your best foot forward— focus on innovation and invest in what truly sets you apart
healthcare, speeds up drug development, and builds trust by ensuring transparency and security in data exchanges.
At the same time, interoperability and unified health records will also benefit from blockchain usage. Healthcare data is often stuck in different systems, making it hard for doctors and patients
to get a complete picture. Blockchain helps by creating a secure, patient-owned health record that can be accessed across hospitals, insurers, and even across borders. Patients stay in control of who sees their information, reducing paperwork, preventing errors, and making care more seamless. This kind of system makes it easier to share data while ensuring privacy and compliance with regulations like GDPR and HIPAA.
What advice would you give to healthcare companies looking to implement blockchain solutions in their supply chain operations?
Trust blockchain beyond just cryptocurrency— it’s a powerful tool for security, transparency, and compliance. While crypto is one wing, blockchain’s real strength lies in immutable record-keeping, automated compliance, and real-time traceability. For healthcare, it reduces errors, strengthens audits, and streamlines supply chain operations, making regulatory compliance seamless.
What keeps you passionate about your work in blockchain and healthcare, and what is one lesson or insight you’d like to share with aspiring innovators?
Seeing blockchain drive trust and efficiency in healthcare fuels my passion. If you’re a medical device innovator, we want you to put your best foot forward—focus on innovation and invest in what truly sets you apart. But when it comes to automation and quality management, save your resources—Mulder is tailor-made for innovators and revolutionaries, ensuring compliance and efficiency without the extra burden.
