Btissam Laaouina Cybersecurity Manager
Doug Stephens Founder & President, Retail Prophet & 3X International Bestselling Author
Dr. Sabine Dembkowski Managing Partner, Better Boards
Mar Benavent Mas Founder and CEO, Loved Brands
Mei May Soo Chief of AI Global Solution Specialist, Dell Technologies, Exco AI HPC Chapter, SGTech
Field Chief Data Strategy Officer, Databricks
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Afew years ago, a friend mentioned that his biggest challenge wasn’t collecting data but figuring out what to do with it. “It’s like owning a library and never opening a book,” he said with a chuckle. That moment stuck with me because it captures a reality so many businesses face today.
We’re living in an era where data is everywhere—collected, stored, and multiplying at lightning speed. But here’s the real question: What are we doing with it? It’s not about the size of your database; it’s about how you use it to solve problems, spark innovation, and drive growth.
This issue of CIO Magazine shines a spotlight on leaders who are turning data into a competitive advantage. Our cover story features Robin Sutara, Field Chief Data Strategy Officer at Databricks. With over two decades of experience, including transformative roles at Microsoft, Robin has been instrumental in shaping data strategies that empower organizations to unlock their full potential.
Robin’s work goes beyond the boardroom. Recognized among the Top 20 Women in Data and Tech and the DataIQ 100 Most Influential People in Data, she’s a fierce advocate for diversity and inclusion in technology. Through her initiatives with Women in Data Global and Women Leaders in Data and AI, Robin is proving that the future of data is as much about people as it is about technology.
She reminds us that a successful data strategy doesn’t just involve algorithms and dashboards. It’s about fostering curiosity, collaboration, and a culture where data becomes a shared language across teams.
In this issue, you’ll also find stories of visionaries who are rewriting the rules of data management and strategy. Whether it’s advice on building scalable data architectures or tips on becoming a more data-savvy leader, the insights here are practical, inspiring, and designed for action.
So, how is your organization approaching data? Are you using it to ask the right questions, uncover patterns, or predict what’s next? If not, maybe it’s time to rethink your strategy.
Dive in, get inspired, and let this be the start of something transformational.
Happy reading!
Sarath Shyam
Field Chief Data Strategy Officer, Databricks
Empowering Global Organizations Through Data & AI
TECH TALKS
Doug Stephens
16 Founder & President, Retail Prophet & 3X International Bestselling Author
Designing the Future of Retail, Today
Mei May Soo
30 Chief of AI Global Solution Specialist, Dell Technologies, Exco AI HPC Chapter, SGTech
Empowering a Sustainable Future Through Data-Driven Innovation
Robin Sutara is the Field CDO at Databricks. In her role, she advises hundreds of organisations on data strategy, data culture, and building diverse data teams. Prior to Databricks, Robin spent more than 20 years at Microsoft including CDO Microsoft UK and COO Azure Data Engineering. She was recognized in 2023 as a Top 20 Women in Data and Tech, DataIQ 100 Most Influential People in Data, and Women in Tech Speaker of the Year finalist. Robin is currently serving in a leadership role with Women in Data Global and is a member of Women Leaders in Data and AI.
Recently, in an exclusive interview with the CIO Magazine, Robin shared her professional trajectory, insights on diversity and inclusion in tech, her favorite quote, personal role model, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Robin. Can you walk us through your background and what you're most passionate about in your work?
My background into data and AI is very nontraditional. I had started university studying computer engineering. But lacking funds to finish, I needed to enter the workforce. So I
actually started my career repairing Apache helicopter electrical and weapons systems in the US Army. Computers were relatively novel for broad use, and so it was my first opportunity to interact with one on a regular basis. Most of the others in my platoon felt that computers were typing and thus a women’s role. Which was a
great opportunity for me. As I started to use Microsoft Excel to track helicopter maintenance records, I realized the power of data and insight for decisioning. I knew at that point I wanted to work for Microsoft.
After leaving the Army, I found a role doing computer hardware repair while I attended night
school for my Microsoft Certified Systems Engineer certification. And it was here that I received an opportunity to work at Microsoft based on a referral from the network I built at night school. This led to more than 23 years of an amazing career with Microsoft.
Originally working in a consumer customer service role supporting IE5 on Windows 3.1/95, I held a variety of roles - technical and business at Microsoft. I had the opportunity to act as a technical liaison with some of the most phenomenal customers in the world. I also served as a business program manager as we entered the world with some of the first cloudbased services. Ultimately, my last few roles there were what really gave me the opportunity to see the power of data for transformation.
As technology continues to evolve at an unprecedented pace, I am really excited about the problems I see companies and organizations solving with data and AI, as well as what is possible
The first was leading a team of data analysts that were taking customer and partner survey data and combining it with other internal and external data sources to make recommendations to the business on what we needed to improve for a better customer experience. This ranged from licensing models to account team strategy to product feedback. It was an amazing opportunity to see the complexities of an organization and business the size and scale of Microsoft.
The next role was essentially the Chief Operating Officer of Azure Data Engineering. We were experiencing hyperscale growth at the time with some great data products, as well as solving some big data challenges inside the company. We had the opportunity to move from operating models, systems, and processes that worked for a small organization to more dataled decision-making processes and tools to help expedite the growth. And finally, I finished my career at Microsoft as the Chief Data Officer of Microsoft UK. Living in London, I worked
with some amazing people to help not only Microsoft be more data driven, but also shared with customers how they could drive data and AI successfully in their organizations.
This experience led to me leaving Microsoft in 2022 and coming to Databricks where I am the Field Chief Data Officer. In my role today, I get to work with hundreds of customers every year on how to take best practices from my experiences combined with other customers on how to be successful with their data and AI strategy execution with a focus on people, process, change management, and organizational design. As technology continues to evolve at an unprecedented pace, I am really excited about the problems I see companies and organizations solving with data and AI, as well as what is possible.
What aspects of your current role bring you the most joy and fulfillment?
As mentioned above, what brings me the most fulfillment every day is seeing what can be done today when organizations are focused on transformation using their unique valuable data with the power of their people. The pace of innovation today is amazing, and this is allowing us to solve business and societal problems that were unattainable before. I can’t wait to see what happens in the future.
How do you stay up-to-date with emerging trends and technologies in data management and analytics?
The volume and pace today make it near impossible to stay up-to-date with everything that is happening. I try to prioritize based on the bigger picture of the market. What are the systemic issues and solutions that impact a large
The pace of innovation today is amazing, and this is allowing us to solve business and societal problems that were unattainable before
component of the ecosystem? How can this be applied to our customers today to help them drive a bigger impact and better future? With this prioritization framework, I can then focus my reading and listening to the relevant articles, books, and podcasts to learn more about the emerging space.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
I believe increased diversity and inclusion improves innovation, creativity, and progress in every industry. For example, looking at AI solutions being built today requires a team of
diverse thought, backgrounds, education, culture, gender, race, etc, to ensure we have representation and mitigate the inherent historical bias that exists. Innovation is impossible without questioning the status quo and creating disruption. But disruption only occurs when you have a team that can see a different point of view and push for progress.
What leadership qualities and skills do you believe are essential for driving growth and transformation, and how do you embody those qualities in your own leadership style?
A People-first approach is critical for any growth and transformation. This applies to your organization, your team, and your own
personal development. All too often we think of growth and transformation as a new tool, a new skill, a new capability. But it is really about putting a people-centric lens on the objectives. Think about the people in your company or on your team and what is the impact of the transformation on them. Create a plan that enables them and fosters their growth, development and success. Personally, I try to exhibit qualities such as driving clarity, creating safety, and empowering my team to help foster this transformational mindset. Drive clarity on the goals and objectives. Create a safe space for innovation and agility. And empower them to make decisions knowing that I will support them.
has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
My personal role model throughout my career has been my grandmother. The mother of four children, a successful entrepreneur, and a fighter for constant improvement. She survived many trials and tribulations throughout her life. But she always focused on analyzing the problem, investigating alternatives, and driving for action. And I find that I often approach life similarly.
do you keep your mind healthy and stay resilient? And how do you motivate your team?
I use exercise as a way to keep my mind healthy. Give yourself time to think and solve. When work becomes difficult, I often find it is because I have not given myself enough time or bandwidth to brainstorm. So for me, I train 6-7
A People-first approach is critical for any growth and transformation. This applies to your organization, your team, and your own personal development
days a week for triathlons, endurance activities, and strength training. By setting aside this time that is non-negotiable, I find I can deliver better for my team, my organization, and my family.
What is your favorite quote?
“Do the best you can until you know better. Then when you know better, do better.” –Maya Angelou
Where do you see yourself in the next 5 years?
What is so exciting about the pace of innovation is that I don’t think the role I will
have in five years even exists today. So, I am looking forward to creating my next role to deliver better value for my company, for my family, and for society.
What message or advice would you give to young women or girls who are interested in pursuing a career in data?
Know your superpower, use your voice, give yourself grace. Things will not always go as planned, and that is ok. If you are grounded in who are, what you can do and you do your best, you have done well.
Founder & President, Retail Prophet & 3 X International Bestselling Author
Doug Stephens is one of the world’s foremost retail industry futurists. His intellectual work and creativity have influenced many of the most widely known international retailers, agencies and brands including Walmart, Google, L’Oréal, BMW, and Louis Vuitton. Prior to founding the consultancy Retail Prophet, Doug spent over 20 years in the retail industry, holding senior international leadership roles.
Doug is the author of three internationally bestselling books: Resurrecting Retail: The Future of Business in a Post Pandemic World (2021), Reengineering Retail: The Future of Selling in a Post-Digital World (2017) and The Retail Revival: Re-Imagining Business for the New Age of Consumerism (2013). He sits on multiple corporate and academic advisory boards. His unique perspectives on retailing, business, and consumer behavior have been featured in many of the world’s leading publications and media outlets including The New York Times, BBC, TechCrunch, The Wall Street Journal and Fast Company.
Recently, in an exclusive interview with CIO Magazine, Doug shared his professional trajectory, insights on the most significant trends shaping the future of retail, significant career milestones, favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Doug. Could you share your journey to becoming an expert in your current position?
I got into retail in my late 20’s beginning on the front lines and began moving vertically and laterally through a number of retail companies in both Canada and the United States. Over the course of over 20 years, I was fortunate to be exposed to almost every work stream and discipline in retail from training and development, operations management and marketing through to franchise sales and eventually General Management.
One overarching observation I formed about the retail industry was that it was critically shortsighted in its outlook. So, in 2009 in the midst of unprecedented economic, social, technological upheaval I left corporate to establish my own consultancy, Retail Prophet, with the goal of focussing exclusively on how all of these historic changes would shape the industry in the years and decades to come.
Since that time, I’ve written three books on the future of retail, some of which have been translated into multiple languages. I’ve also had the good fortune to consult to many of the world’s most highly regarded brands and spoken to groups on every continent except Antarctica!
What are the most significant trends shaping the future of retail, and how will they impact the industry?
I believe that we are seeing two monumental shifts taking place in the retail industry today. The first is an historic trading of roles between digital media and physical stores, in which digital media is, in essence becoming “the store”. Digital media is how we browse, gather information, see what’s trending and
WHETHER
IT’S A WEBSITE, TIKTOK POST, INSTAGRAM STORY OR ANY OTHER MEDIA, IT’S WHERE WE’RE DISCOVERING AND BUYING PRODUCTS TODAY
increasingly buy the things we need. Whether it’s a website, TikTok post, Instagram story or any other media, it’s where we’re discovering and buying products today. The very fact that 74% of consumers turn to Amazon first when considering a purchase confirms this. Some might argue this means physical retail will become unnecessary, but I disagree. I believe that physical stores are transitioning to become a media channel. And not just a media channel but also the most powerful and measurable media channel a brand has at its disposal.
The second is that we are coming to the end of an era in retail whereby the traditional pillars of competitive advantage (selection, convenience, price, service etc.) are giving way. They are going to be replaced by new, asymmetrical advantages. For example, if someone had told you in 1990 that by 2024 competitive advantage in retail would mean a company producing its own hydrogen fuel, you’d have thought they were crazy. But today, Amazon is doing just that. Producing its own hydrogen to power forklifts and other machinery in its Aurora Colorado facility. Not only will the move help them meet carbon reduction goals, it’s also a bet that within a decade hydrogen will be cheaper than carbon-based fuels. Most retail companies today simply aren’t thinking like this.
The best analogy I can think of for how AI will transform retail is how the advent of electricity shaped modern society. AI will become an ingredient in just about every other technology, system or platform that retailers use. Like electricity it will be powering so many aspects
of our lives we’ll be challenged to get by without it. As for Augmented Reality, it’s a wonderful tool that has a wide range of uses, from virtual try-ons of apparel products to assistance in navigating retail spaces. But like any tool it’s important that it not be used gratuitously and only where it yields some clear benefit for the consumer.
What role will sustainability play in shaping the future of retail, and how can companies prioritize ecofriendliness?
The hard truth is that consumers don’t prioritize sustainability and neither do most retail companies. Most consumers want what they
want at an affordable price and corporations just want to sell lots of stuff and make their numbers. That’s the reality. However, the real pressure for companies to become sustainable is coming from the institutional investment community. Investors are demanding information from companies on their sustainability and labour practices so that they can make informed decisions with respect to where they put their capital. Environmental damage, unfair labour practices, and other corporate governance issues represent risks to capital that investors are increasingly unprepared to tolerate. So, if companies want investment, they’re having to get their houses in order as it applies to ESG.
INVESTORS ARE DEMANDING INFORMATION FROM COMPANIES ON THEIR SUSTAINABILITY AND LABOUR PRACTICES SO THAT THEY CAN MAKE INFORMED DECISIONS WITH RESPECT TO WHERE THEY PUT THEIR CAPITAL
What has been your most careerdefining moment that you are proud of?
I’ve had so many memorable experiences, but I’d have to say seeing my first book sitting on a bookstore shelf alongside business authors who I have such great respect for, was sort of transformational for me.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Alexandria Ocasio-Cortez. Primarily because I believe at some point in history she’ll become President of the United States. But more importantly because I think she represents a
vision for the future that will soon become nonnegotiable for both individuals and businesses. She’s young, brilliant and I believe really in touch with the cultural and economic zeitgeist that’s causing so much suffering in the world today.
Is there a particular person you are grateful for who helped get you to where you are?
My wife Meredith. I simply could not have accomplished what I have without her love, encouragement and support.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I love music and try to play guitar everyday when I’m home. I find music really activates my creativity and acuity. I also try to keep physically fit, especially when I’m doing a lot of travelling. Beyond that, I try to expose myself to a wide range of topics from pop culture, philosophy and technology to politics, science and economics. The best thing I can give to my clients is a wide and broadly informed lens to see the world through. Ultimately consumer behavior is a reflection of everything we as a society are exposed to, so the more in touch you can be with what’s happening, the more likely it is that you’ll understand what’s motivating consumers.
What is your favorite quote?
I have a few but one is, “If you can dream it, you can do it.” - Walt Disney
Where do you see yourself in the next 5 years?
My hope is to be touring a new book on the future of competitive advantage in business.
OBSESSION IS THE ONLY THING THAT WILL PUSH YOU TO STUDY, THINK AND WORK LONGER AND HARDER THAN YOUR COMPETITORS
What advice would you give to anyone starting out on their career in your industry?
Find something (a point of view, belief or area of work) to become obsessive about. Obsession is the only thing that will push you to study, think and work longer and harder than your competitors. Obsession is what will power you though failure. And it is obsession that will almost certainly drive your success to heights you didn’t imagine being possible.
Mar Benavent Mas is the Founder and CEO of Loved Brands, a creative marketing agency renowned for empowering wellness and lifestyle brands to thrive in competitive markets. With over a decade of experience in branding and marketing, Mar has transformed brand narratives for a diverse range of clients, enabling them to build authentic connections with their audiences. Driven by a passion for creativity and a deep understanding of human psychology, Mar's vision is to redefine the intersection of marketing and meaningful connections, driving sustained success for her clients and leaving a lasting impact on the world.
In a world overflowing with distractions and competing priorities, the ability for brands to forge authentic relationships with their audience has become more crucial than ever. As the Founder and Brand Strategist of Loved Brands, a creative marketing agency specialising in wellness and lifestyle brands, I've witnessed firsthand the transformative power of connecting brands with consumers in a way that resonates with their core values and aspirations.
My journey in the world of branding began over a decade ago in Valencia, Spain. Fueled by
a passion for creativity and a deep understanding of human psychology, I embarked on a path that would lead me to empower countless businesses to thrive through the power of meaningful connections. Witnessing a world often focused on transactions and short-term gains, I felt a burning desire to create something different, something to fight against boredom and unfulfillment. This led me to found Loved Brands, a creative marketing agency dedicated to redefining how brands connect with their audiences. Driven by a passion for forging lasting, meaningful relationships, our agency has quickly become a trusted partner
IN AN OVERSATURATED MARKETPLACE, BRANDS WITH A CLEAR MISSION AND VALUES STAND OUT FROM THE CROWD
for brands seeking to make a genuine impact in today's competitive marketplace.
At Loved Brands, we understand that today's consumers are seeking more than just products and services; they crave experiences and relationships that enrich their lives. They want to feel understood and valued. This profound shift in consumer behaviour has been the driving force behind our unique approach, one that combines the art of storytelling with the science of neuromarketing.
We believe that understanding the consumer journey is paramount. Today, consumers are not merely passive recipients of marketing messages;
they are active participants in a dynamic and evolving narrative. They seek brands that align with their values, aspirations, and lifestyles. By investing time and effort in understanding their target audience, not just demographics but also psychographics—their interests, emotions, and motivations—brands can create authentic narratives that truly engage consumers.
Purpose-driven branding lies at the heart of our philosophy. In an oversaturated marketplace, brands with a clear mission and values stand out from the crowd. They evoke an emotional response that fosters loyalty and advocacy. At Loved Brands, we guide our clients on a journey of self-discovery, helping them identify their core purpose and weave it into every aspect of their brand identity. This not only helps them attract the right customers but also empowers them to make a positive impact on the world.
Neuroscientific insights have proven to be a game-changer in our approach. By leveraging the principles of neuromarketing, we gain a deeper understanding of the emotional triggers that influence purchasing decisions. We help brands craft compelling stories that resonate on a subconscious level, creating a lasting impression that transcends traditional marketing efforts.
Of course, none of this would be possible without the power of digital media. Today's digital landscape offers unprecedented opportunities for brands to engage with consumers on various platforms. From social media to email marketing, we empower our clients to tailor their communication, fostering genuine interaction and building thriving communities around their brands. We believe that followers can become passionate brand advocates, amplifying brand messages far beyond traditional marketing efforts.
AS BRANDS, IT IS OUR RESPONSIBILITY TO BE TRANSPARENT AND HONEST IN OUR COMMUNICATION, ENSURING THAT EVERY INTERACTION FOSTERS TRUST AND BUILDS GENUINE CONNECTIONS
The rise of AI and automation presents new challenges for brands striving to maintain authenticity. In an era where messages can be generated in seconds, the human touch is more vital than ever. As brands, it is our responsibility to be transparent and honest in our communication, ensuring that every interaction fosters trust and builds genuine connections. By embracing their uniqueness and injecting genuine emotion into their communications, brands not only stand out in a crowded market but also form meaningful connections that resonate with their audiences.
In today's noisy world, consumers are bombarded with countless marketing messages. Cutting through the clutter requires more than clever advertising. It demands a genuine connection— one built on trust, shared values, and a deep understanding of customer needs and desires. By prioritising authenticity and embracing purpose-driven branding, how are you creating loyal followings that go beyond mere transactions? This is the essence of what we strive for at Loved Brands—helping businesses forge relationships that last a lifetime.
As Loved Brands continues to grow and evolve, we're thrilled to announce our recent
expansion to Monaco. This strategic move allows us to deepen our presence in key European markets while still operating from our London headquarters. Offering our exclusive services to the world's most prestigious brands, Monaco aligns perfectly with our vision of empowering businesses to achieve remarkable growth and impact.
I believe that every business transaction has the potential to add value to customers' lives and communities. That's why at Loved Brands, we are focused on being more than just a marketing agency; we are catalysts for positive change. Our mission is to empower one million lifestyle brands to thrive through meaningful connections, driving remarkable growth and impact. We're not just helping brands be seen; we're helping them be truly loved.
The road ahead is filled with exciting possibilities. We envision a world where brands thrive by fostering genuine connections that go beyond transactions. The narrative of connection—a story that bridges the gap between brands and consumers—will shape the success of companies in ways we can only begin to imagine.
Chief of AI Global Solution Specialist, Dell Technologies, Exco AI HPC Chapter, SGTech
In a world veiled in data, Mei May Soo’s passion for unravelling mysteries has not only shaped her career but also the future of data science. Under her visionary leadership, the Data Science and AI team in Singapore transcends traditional problem-solving by harnessing the predictive power of data, crafting a future informed by scientific rigor and human insights. For her, data is a tapestry interwoven with human stories. Her approach melds behavioral sciences with data interpretation, ensuring that every dataset narrates the human condition. With such deep knowledge in AI/ML she is able to explain complex data concepts to stakeholders in the simplest language at all levels of the organization.
Besides being passionate about data science, Mei May is also a big advocate in promoting diversity and inclusion in the workplace. Her dedication to fostering diversity echoes through the halls of Dell Technologies, where she is the chair for the Singapore Chapter of Dell Technologies’ Women in Action employee resource group (ERG). She is a key driver of the MentorConnect program hosted by WIA Singapore. Some of her recent accomplishments include one of the Top 10 CAIO by AI Magazine and one of the Top 50 women tech leaders in the inaugural Asia Women Tech Leaders Award 2024.
Recently, in an exclusive interview with CIO Magazine, Mei May shared her professional trajectory, insights on diversity and inclusion, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Mei. Can you walk us through your background and what you're most passionate about in your work?
Coming from a background in economics and statistics, I have always enjoyed working with data. I have always been drawn to the challenge of turning complex data into actionable strategies to solve real-world problems and improve decision-
making processes. The ability to uncover hidden patterns and insights from vast amounts of data is incredibly exciting.
Personally, what fuels my passion is the potential of data science and AI to positively impact society through advancements in healthcare, environmental sustainability, or enhancing everyday life.
I
FIND IMMENSE JOY IN EXPLORING AND HARNESSING THE TREMENDOUS POSSIBILITIES THAT DATA SCIENCE AND AI OFFER, OFTEN BEFORE IT REACHES THE PUBLIC EYE
What aspects of your current role bring you the most joy and fulfillment?
I love the fact that my current role at Dell places me at the forefront of technology. I find immense joy in exploring and harnessing the tremendous possibilities that data science and AI offer, often before it reaches the public eye.
This pioneering aspect of work allows me to innovate and solve complex problems, driving meaningful change and advancements in our field. The ability to transform raw data into actionable insights and see my work's tangible impact on the organisation and society is really rewarding.
I do all of this in collaboration with a talented Dell team – one that continues to inspire and motivate me daily. Together, we continuously learn from each other in this field's fast-paced and evolving nature, constantly pushing the boundaries of what’s possible.
What roles do data quality and governance play in AI initiatives, and how do you address data-related challenges?
By now, we all know that data is our key differentiator that gives us a competitive advantage. Not just data but good quality data. Data quality and governance are critical components of successful AI initiatives. High-quality data ensures that AI models are accurate, reliable, and effective in making predictions and decisions.
To address data-related challenges, we implement robust data governance frameworks that include clear policies and procedures for data collection, storage, processing, and usage. This involves ensuring data accuracy, completeness, consistency, and timeliness. We also prioritise data privacy and security to protect sensitive information and comply with regulatory requirements.
Regular data audits and validation processes are essential to promptly identify and rectify any issues. Additionally, we leverage advanced data cleaning and preprocessing techniques
to enhance data quality before feeding it into AI models.
BY FOSTERING A CULTURE OF DATA STEWARDSHIP AND CONTINUOUS IMPROVEMENT, WE CAN EFFECTIVELY MANAGE DATA-RELATED CHALLENGES AND MAXIMISE THE POTENTIAL OF OUR AI INITIATIVES
Collaboration across departments is crucial to maintaining data integrity, as it requires a collective effort to uphold standards and practices. By fostering a culture of data stewardship and continuous improvement, we can effectively manage data-related challenges and maximise the potential of our AI initiatives.
How do you stay ahead of emerging AI trends and innovations?
Be curious and have a thirst for knowledge. There is a lot of content out there to read, so I’d recommend curating a list of trusted sources to stay up to date on the latest trends and innovations in the AI world. I particularly enjoy reading updates from Andrew Ng and subscribing to the Deep Learning community.
Beyond reading, if there are relevant online courses that capture my attention and are relevant to my work, I sign up for them to learn more. The goal is not to obtain certificates for the sake of but rather to learn from everything that these specific short courses have to offer. Also, subscribing to key journals and publications, joining online forums, and attending industry conferences, are other ways to glean insights from leading experts.
However, nothing beats being hands-on and working on real-world use cases to get the best understanding of the technology, how to harness its potential and perhaps catch a glimpse of what could be next in its innovation. Often, when you identify some areas for improvement, that is most likely where the next evolution of the technology is going to come from.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
Diverse teams bring diverse perspectives, experiences, and ideas. These are qualities that I believe, are essential for creative problem-solving and innovation. When people from different backgrounds collaborate, they challenge assumptions and contribute unique insights, leading to more robust and innovative solutions.
When we embrace inclusion, everyone feels valued and empowered to contribute their best work. This creates a team environment where different ideas can thrive and come together in projects. A diverse team is more likely to spot bias in AI models that a homogenous group might miss. This allows us to address them and
WHEN WE ARE IN EXPLORATION MODE ON A PROJECT, I AM A FIRM BELIEVER IN CELEBRATING SUCCESSES AND I VIEW HONEST MISTAKES AS LEARNING OPPORTUNITIES
ensure fairness and equity in the solutions that we develop.
Ultimately, diversity and inclusion drive progress by making the industry more reflective of the society it serves. This alignment ensures that AI solutions are more equitable and effective across different demographics, which leads to broader acceptance and trust in AI.
What leadership qualities and skills do you believe are essential for driving growth and transformation, and how do you embody those qualities in your own leadership style?
Visionary thinking: A transformative leader is forward-thinking and someone who is always looking ahead to strategically pave new paths into unchartered territories. This is probably my most robust quality, and I enjoy inspiring my team with “what’s possible”.
Adaptability: The tech industry is constantly evolving, and being adaptable is critical to staying ahead. Have a mindset that enables us to refine goals, readjust objectives, and realign our paths. We ought to embrace change or even initiate change and view challenges as opportunities for innovation. This mindset helps us pivot quickly and effectively when needed.
Trust: Recognise that everyone has different strengths, but trust that they will get the job done. Give team members the autonomy and authority to make decisions while fostering a culture of accountability. When we are in exploration mode on a project, I am a firm believer in celebrating successes and I view honest mistakes as learning opportunities.
Be curious: Curiosity drives leaders to ask questions, seek knowledge, and explore new ideas. It is this fundamental trait that allows us to stay ahead of the curve, be aware of industry changes, and catch a glimpse of the future. I find myself learning way more intensely now than when I was in school because if we want to build a compelling vision for the team, we need to stay curious.
Who has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
Throughout my career, I have been fortunate to have a network of incredible individuals who have
guided me in various ways. These mentors, each with their unique backgrounds and perspectives, have provided invaluable advice and support. I've learned technical skills from some, leadership and strategic insights from others, benefiting from their diverse expertise. This diverse mentorship has allowed me to broaden my horizons and accelerate growth in various aspects, and I am grateful for their willingness to share.
One quality I particularly admire and strive to emulate is generosity. Each mentor has shown me the importance of being generous with their time and knowledge, which has contributed significantly to my development. To be generous with knowledge attracts even more knowledge. It is when you share and
teach that you will learn the most. Additionally, their empathy and supportiveness have taught me the value of fostering a collaborative and inclusive environment.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Prioritise: Focus on the things that matter. Very quickly, you will learn that very few things do. Just keep your eyes on those few things. The next question on my favourite quote is a good follow-up.
Purpose: Always remember why you’re doing what you’re doing. If you don’t know why, you must find out. Having a sense of purpose keeps you going while preventing burnout.
Partnership: No man is an island. We keep each other sharp, challenge beliefs, push for
improvements, encourage innovation, and maintain high standards together.
Play: The most creative ideas often come when we are playing. Keep it light – have lots of jokes and laughter. Being a leader doesn’t mean being the grim reaper in the room. Even in the most challenging times, a little laughter can go a long way to boost morale.
What is your favorite quote?
“Sometimes you need to let the eggs drop.” I made up this quote for my team and the people I mentor. Too many people get overwhelmed by too many things. These are often good people who simply have too much on their plates. Sometimes, we must let some things go because we cannot prevent every disaster and save everyone.
Often, when some things go awry, it is not simply because of one person’s mistake but usually a collective string of events or decisions that led to the trouble. So, if you’re the only person
juggling and keeping the eggs in the air, you must ask whether those eggs genuinely matter.
Where do you see yourself in the next 5 years?
I envision myself continuing to lead and innovate in data science and AI, driving impactful projects that leverage AI and machine learning to solve complex problems. I aim to enhance my expertise further and stay at the forefront of technological advancements, ensuring that my work remains relevant and transformative.
I see myself taking on more strategic roles and actively expanding my influence by mentoring the next generation of tech leaders. My goal is to contribute to significant technological advancements that benefit society while achieving personal growth and professional fulfilment.
What message or advice would you give to young women or girls who are interested in pursuing a career in AI?
Be courageous – take risks and embrace challenges; they are opportunities for growth and learning. Seek mentors and role models who
can guide and support you and force yourself to ask questions and seek help when needed. Mentors do not necessarily mean formal mentors; they can be anyone you admire and have expertise in the area you seek help from. These are most suitable when you are young and not exactly sure what you need—just one step at a time, one question at a time, one problem at a time.
Stay curious and committed to continuous learning. AI is constantly advancing, so engage with the community through conferences, workshops, and online forums to stay updated on the latest trends and developments. Actively explore and experiment with what you’ve learned after much passive reading. That helps you to learn effectively.
Lastly, while having technical prowess is necessary, having a passion for connecting technology with fellow human beings is essential. It is not just about coding or application development but improving processes, increasing efficiency, building human connections, and improving lives. After all, AI is about driving human progress.
Btissam Laaouina is a highly motivated Cyber security manager. She graduated from Turin’s polytechnic (Italy), where she studied telecommunications engineering and digital transformation. Btissam holds a variety of remarkable certifications, including CCISO, CISSP, CISM, ITIL V4, and MORE. She is a prominent figure in the cybersecurity industry, noted for her passion and broad understanding of the field. Her other interests include nature, mountains, horseback riding, and beekeeping. She was picked in 2024 as one of the amazing women who are making an impact in computing security. Not only that! Btissam speaks Arabic, French, English, Italian, German, and Spanish.
Digital supply chains are more complex than ever before, so how can we have perfect visibility over them? Here’s a new piece of software that promises to unlock all the secrets of your supply chain and take your supply chain transparency to a whole new level. With this software, you’ll not only be able to track all your direct suppliers, but also you’ll continue to trace their suppliers, and then their suppliers, and keep going all the way down the rabbit hole. It’s called an SCBoM – a Supply Chain Bill of Materials. Although SCBoM is not yet available commercially, it promises to shake up the corporate transparency landscape like nothing else before.
In our increasingly global economy, as we’ve seen with the COVID-19 pandemic, any weaknesses in any given supplier can quickly cascade throughout the entire supply chain. If an attack occurs, such as a cyberattack on a critical supplier, this can slow down delivery times, threaten quality, or interrupt your whole supply chain operation. By alerting companies to the locations of risk, SCBoM allows businesses to proactively pick suppliers who won’t later jeopardise operations with unnecessary disruptions on the horizon.
Perhaps the most innovative aspect of SCBoM is its proper interoperation with SBOM (Software Bill of Materials) and HBOM (Hardware Bill of Materials), putting all
the controls and parts across all physical and cyber products into the supply chain in an integrated and consistent way. This greatly enhances the visibility of risks, not just to the physical products a company manufactures, but more importantly, to the software controls needed to operate those things reliably, securely and sustainably. It will fully map things for the first time.
One of the greatest advantages of SCBoM is that it can score a suppliers’ cyber-resilience on forums such as NIST CSF 2.0 and NIS2, allowing a business to assess potential
cybersecurity issues before they turn into a problem. If stakes are too high, the buyer can even break off the partnership. This means that SCBoM can help protect the entire chain, avoiding a production or delivery interruption.
SCBoM allows companies to flag issues early on – long before some piece of equipment fails, the wrong material arrives, or a cyber-attack disrupts a supply chain. Such attacks are notoriously difficult to detect, so prevention is better than a cure, and SCBoM is going to be necessary to ensure that products are safe and compliant
BY ALERTING COMPANIES
TO THE LOCATIONS OF
SCBOM ALLOWS BUSINESSES TO PROACTIVELY PICK SUPPLIERS
WHO WON’T LATER JEOPARDISE OPERATIONS WITH UNNECESSARY DISRUPTIONS ON THE HORIZON
SCBOM ALLOWS COMPANIES TO FLAG ISSUES EARLY ON – LONG BEFORE SOME PIECE OF EQUIPMENT FAILS, THE WRONG MATERIAL ARRIVES, OR A CYBER-ATTACK DISRUPTS A SUPPLY CHAIN
with relevant regulations, which can be either on a country-by-country basis or international. The increasing regulations that companies need to comply with will only accelerate, and SCBoM will provide the resource needed to shape compliance.
As trade activities and regulatory requirements grow in complexity, SCBoM is becoming increasingly vital for firms as a means of not only staying compliant with global laws but
also enabling them to control their supply chains more efficiently. There is a likely high level of limpidity and better accountability which are the foundation of a twenty first century business, and SCBoM tends to avail that discernibility and regulation mechanism that companies need to survive in their competitive industries.
More so, SCBoM will years to come become the best friend of most business, providing clarity to supply chain and leading a clear path through which businesses will thrive.
Dr Sabine Dembkowski is the Founder and Managing Partner of Better Boards in London, an accredited Board Reviewer, and hosts The Better Boards podcast series. Sabine and her team have created an innovative board evaluation platform that NASDAQ-, FTSE-, DAX-, and ATX-listed organisations, as well as PE-backed firms and private and public organisations, use to improve the effectiveness and performance of their board. Her research has been published internationally.
An appointment to a board is often perceived as the crowning achievement of a distinguished executive career, particularly if the organisation is listed on the stock exchange or backed by a well-respected Private Equity firm. Once appointed, many Directors realise how challenging it is to be impactful in the boardroom. Feedback is scarce, and the reports delivered as part of a board evaluation often only confirm what they already know but not necessarily what they dared to discuss with their fellow board members.
To have a personal impact in a boardroom, one must understand the levers they can pull to be effective and contribute to overall effectiveness and performance. But what are they?
We reviewed the academic literature and interviewed board members, Company Secretaries, and Investment Managers. The research resulted in the 7-Hallmarks model of effective boards.
It is worth taking a closer look at the hallmarks. Each hallmark is a lever a Director and the collective group can pull to become more effective and increase the board's performance.
Recent research shows that rather than identifying what is not working, focusing on what is working is far more effective. Effective Directors are highly aware of their own and their fellow Directors' strengths. More than that, they understand how to leverage these strengths in the
boardroom. Do you understand your strengths in the context of the board you serve? Do you know your fellow board members well enough to appreciate their distinctive strengths?
The gender discussion has overshadowed thinking about board composition in recent years. However, the questions are more complex. Our research identified that it is crucial to look beyond “the labels” and understand the presence and the development status of knowhow areas and behaviours of individuals in a group setting. Are the know-how areas and behaviours in a group setting aligned with the strategy? Are they what the organisation really needs at this point in time?
The transition from an Executive to a NonExecutive career is not easy; for some, it can take years to fully adjust to their role on a board. We find that the greater the pressure on an organisation and operational performance, the more likely the lines between executives and non-executives get blurred and conflicts arise. Clarity of roles and responsibilities is a vital hallmark of any effective Board. Do all Directors on your board understand their role? Or do they step more often than they should into Executive territory?
The vision for an organisation is one of the most hotly debated topics on any Board. It is more
OUR RESEARCH IDENTIFIED THAT IT IS CRUCIAL TO LOOK BEYOND “THE LABELS” AND UNDERSTAND THE PRESENCE AND THE DEVELOPMENT STATUS OF KNOW-HOW AREAS AND BEHAVIOURS OF INDIVIDUALS IN A GROUP SETTING
than challenging at present to align on a vision in the boardroom as external circumstances change quicker than ever before, and what has been taken for granted is shaken and questioned. As the vision determines the goals and focus, it is crucial to be clear. However, we see that this is not necessarily the case in many boardrooms. Is your board clear and aligned on the vision for the organisation?
The organisation of the work is in the remit of the Company Secretarial team and is determined by how well they, the Chair and CEO, work together. Although the Company Secretary profession is nowhere more advanced than in the United Kingdom, it is never perfect. There are always issues that deserve attention and can be improved. Do you understand what specifically can be improved on the structure and organisation of the work of the board?
Effective boards and their members understand how to resolve conflicts within the board and
between the board and the Executive team. Is your board a safe space to talk openly about emerging issues that may result in larger conflicts? Do you understand how you can contribute to resolving conflicts? Does your board understand how to resolve conflicts?
Regular time-outs, where board members can connect and deepen relationships, leave the daily work behind, and reflect on how they work together, are the hallmarks for which there is the greatest evidence in the academic literature. There is a strong and clear link between the time taken to reflect on how a board works together and its effectiveness. Although there is clear evidence, few boards take the time to reflect on how they work together in our fast-paced world. Does your board take time to reflect on how it works together?
The 7-Hallmarks of Effective Boards highlight the levers every Director and the collective can pull to improve the effectiveness and performance of their Board.
