Adesegun Orafidiya Head of Information & Digital Technology, BAT
Ann Dunkin CIO, U.S. Department of Energy (DOE)
Dr. Mpofu Stanley Mgobansimbi CIO, University of the Witwatersrand
Frank Sweeney CIO, Arizona Department of Child Safety
Liberty Munson Director of Psychometrics, Microsoft
Tom Murphy SVP IT and University CIO, University of Pennsylvania
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Afew years ago, I watched a documentary about the Apollo missions. What struck me wasn’t just the brilliance of the astronauts but the unseen heroes—the engineers, scientists, and visionaries in the control room who quietly orchestrated the impossible. It reminded me of today’s CIOs. Not long ago, they were like those figures in the background—essential but rarely in the spotlight. Now? They're front and center, steering the ship and redefining what’s possible.
As we step into 2025, technology continues to move at warp speed, and CIOs are no longer just tech enablers. They’re strategic powerhouses, bridging innovation and business transformation. In this issue of CIO Magazine, we’re diving into the trends, challenges, and opportunities that will shape this pivotal year for tech leaders everywhere.
Our cover story shines the spotlight on Neema Uthappa, the CIO of Oliver Wyman Group, and a true pioneer in the field. Neema’s career is the stuff of legends—from implementing Asia’s largest Naval Academy to leading data transformations at McKinsey & Co., and even earning patents for groundbreaking innovations at McKesson Corp. Her story is a masterclass in resilience, vision, and the art of pushing boundaries. It’s a story worth bookmarking for when you need a dose of inspiration.
Looking ahead, 2025 is poised to test CIOs on multiple fronts. Generative AI is no longer a buzzword; it’s a must-have, transforming how businesses innovate and engage. Cybersecurity is a constant race against time, with threats becoming smarter and attacks more sophisticated. And the intersection of cloud and edge computing is unlocking real-time data processing, but it’s also challenging leaders to scale with sustainability in mind.
Here’s a question: how do you balance innovation with inclusion? As businesses strive for more diverse and equitable environments, technology leaders must ensure their digital ecosystems work for everyone. The modern CIO isn’t just a tech wizard—they’re a bridge builder, a storyteller, and, yes, even a cultural architect.
In this issue, we unpack these critical themes. You’ll find practical advice, thoughtprovoking perspectives, and plenty of aha moments to keep you ahead of the curve.
Enjoy Reading.
Sarath Shyam
CIO, Oliver Wyman Group
Transforming
TECH TALKS
Liberty Munson
Director of Psychometrics, Microsoft
Transforming Certification Practices in the Era of AI and Rapid Change
Adesegun Orafidiya
Head of Information & Digital Technology at BAT Agility: Key To Consumer Centricity & Commercial Advantage
Neema Uthappa, a native of the picturesque countryside of Coorg in southern India, has over 23 years of experience driving growth, operational excellence, and strategic digital transformation. She began her career as one of the first three executive women officers (Works) in the Indian Navy. Neema then transitioned into key management roles at prestigious organizations, including American Express, McKesson Corporation, and McKinsey & Co. Throughout her career, Neema has achieved significant milestones. She established satellite townships for the Indian Navy and implemented Asia’s largest Naval Academy. At American Express, she invented a card product that earned her the Platinum Genius Medal. She introduced smart glass technology for error reduction in distribution centers and pioneered product automation at McKesson Corp. At McKinsey & Co., she led the data transformation from on-premises to cloud and spearheaded finance data transformation, resulting in her team winning the ‘Way We Work’ award. Her innovative work has earned her multiple patents. Neema is known for her ability to simplify complex problems, breaking them down to basics. Each year, she takes up a new hobby, exploring diverse interests such as painting, winemaking, book writing, scuba diving, hypnotherapy and for 2024, it is perfume-making. She authored "The Cinderella Elephant" to inspire young managers to learn, grow, and thrive through life experiences. Neema is a sought-after speaker at industry conferences, known for her thought leadership in technology innovation and business strategy. Beyond her professional achievements, Neema is passionate about mentoring young entrepreneurs and start-up CEOs. She actively supports women in technology, focusing on single mothers. Neema resides in Boston with her husband Harish and daughter Niara.
Recently, in an exclusive interview with CIO Magazine, Neema shared her professional trajectory, insights on diversity and inclusion, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What do you love the most about your current role?
I truly appreciate the vibrant culture at my company and within my team. There is a strong sense of camaraderie that fosters collaboration and support among colleagues. This positive environment not only makes work more enjoyable but also encourages innovation and creativity. The mutual respect and encouragement we share empower us to tackle challenges together, leading to a more dynamic and productive workplace.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
The role of the CIO has undergone a remarkable transformation over the past decade. Initially focused on managing day-to-day IT operations, the CIO now plays a strategic role that significantly influences business decisions through technology and innovation. I foresee the CIO evolving into a multifaceted leader who integrates business, finance, and technology. Future CIOs will need to possess a deep understanding of finance, operations, and marketing-not just at a surface level to drive success in their organizations.
What do you think are the new technologies and cultures/ methodologies that will define the future workplace, and what do you think is the role of the CIO in helping design and deliver these?
The future workplace will increasingly lean towards personalization. Organizations are now focused on creating tailored solutions for clients and products. To achieve this, attracting and retaining top talent will be crucial. The
CIOs will need to adopt a long-term perspective, developing sustainable solutions that not only enhance the workplace but also consider the broader impact on our planet
workplace of the future will be characterized by personalized experiences that cater to the needs of high-performing individuals. CIOs will need to adopt a long-term perspective, developing sustainable solutions that not only enhance the workplace but also consider the broader impact on our planet.
Is there a particular person you are grateful for who helped get you to where you are?
Throughout my career, I have been fortunate to have mentors who have significantly influenced my journey. In the early stages of my career in the Indian Navy, Vice Admiral
J.S. Bedi and Cmde Rajiv Girotra played pivotal roles in nurturing my core strengths. In the corporate world, I had the privilege of meeting Dina Shapiro in 2014, who was then the Chief Tax Officer at American Express. She took me under her wing, providing invaluable guidance and support, helping me navigate critical decisions while staying true to my values.
What does the term "authentic leadership" mean to you?
Authentic leadership is fundamental to effective management. It involves fostering transparency within teams and creating an environment where open communication is not only encouraged but celebrated. Leaders must balance logical reasoning with empathetic listening, valuing diverse perspectives and ideas. This approach cultivates trust and engagement, allowing teams to thrive and innovate.
What are your thoughts on diversity and inclusion in tech? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
In today’s globalized business landscape, diversity of thought, ideas, and representation is essential. Individuals from varied backgrounds contribute unique insights that enhance product development and solution design. I was raised with the belief that everyone deserves equal respect, and this principle has guided my interactions in the workplace. Authentic conversations among leaders and professionals are vital for fostering acceptance and driving meaningful change across the industry.
What are some of your passions outside of work? What do you like to do in your time off?
I have a passion for exploring new hobbies, dedicating each year to a different interest. My pursuits have included painting, winemaking, book writing, scuba diving, hypnotherapy, and meditation. For 2024, I am excited to delve into perfume-making, which promises to be a fascinating creative outlet.
What is your biggest goal? Where do you see yourself in 5 years from now? I do not subscribe to a rigid career progression checklist. I believe that an excessive focus on future roles can detract from one’s performance in the present. My primary goal is to engage fully with the challenges I face today, striving to elevate my team and drive the current company towards its maximum potential. I am committed to raising the bar for my team, ensuring that we collectively achieve our goals and contribute positively to the organization.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Always consider the greater good before implementing any initiative. It is crucial for leaders to reflect on the impact of their decisions on the community and future generations. By prioritizing ethical considerations and community wellbeing, aspiring leaders can create a lasting positive influence within their organizations and beyond.
Ann Dunkin currently serves as Chief Information Officer at the U.S. Department of Energy, where she manages the Department’s information technology (IT) portfolio and modernization; oversees the Department’s cybersecurity efforts; leads technology innovation and digital transformation; and enables collaboration across the Department. She served in the Obama Administration as CIO of the U.S. Environmental Protection Agency. Prior roles include Chief Strategy and Innovation Officer, Dell Technologies; CIO, County of Santa Clara, CA; CTO, Palo Alto Unified School District, California; and various leadership roles at Hewlett Packard focused on engineering, research and development, IT, manufacturing engineering, software quality, and operations.
Ann is a published author, most recently of the book Industrial Digital Transformation, and a frequent speaker on topics such as government technology modernization, digital transformation, and organizational development. Ann was recently named to the Forbes CIO Next list 2024. She also received the 2024 Institute of Industrial and Systems Engineering (IISE) Captains of Industry Award and the Institute for Critical Infrastructure Technology’s 2024 Pinnacle Award. She has been given a range of previous awards, including a 2024 Fed 100 Award, the 2022 Capital CIO Large Enterprise ORBIE Award, DC’s Top 50 Women in Technology for 2015 and 2016, ComputerWorld’s Premier 100 Technology Leaders for 2016, StateScoop’s Top 50 Women in Technology list for 2017, FedScoop’s Golden Gov Executive of the Year in 2016, 2021, 2022, 2023,and 2024 and FedScoop’s Best Bosses in Federal IT 2022. She was also named to Washington Exec’s Ones to Watch list for 2023.
Recently, in an exclusive interview with CIO Magazine, Ann shared her professional trajectory, insights on the evolution of CIO role over the last few years, the major takeways from her latest book, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
How did you first become interested in technology and what propelled you into it?
I’ve been interested in technology for as long as I can remember. Both my parents were involved in technology in some way as well as both of my uncles. It was just natural for me to study engineering at Georgia Tech (Go Jackets!). After college I was lucky enough to join one of the companies that founded Silicon Valley, Hewlett Packard. That really cemented my career in technology.
What do you love the most about your current role?
What’s not to love about being the CIO of the Department of Energy? We have a great mission, leading the clean energy transition, protecting national security, providing power to over half the country and delivering cutting edge innovation to the world through our national labs. I also get to work with a great team both in IT and across DOE. We have
some of the smartest, most dedicated people in the world at DOE.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
In the last decade, the role of the CIO has become increasingly complex and increasingly focused on risk management and resilience. Ten years ago, I spent much of my time thinking about IT modernization and user experience. While those things are still critically important, I’m now also thinking even more about cybersecurity. Data has become more important than ever and now both AI and quantum are concerns as well. Looking ahead security concerns are going to continue to escalate. As AI improves and quantum becomes accessible, at least to large, well-funded, organizations, it will be increasingly difficult to secure our enterprises, especially from social engineering. We will need to focus on leveraging AI, quantum computing
OUR WORKPLACE CULTURES WILL CONTINUE TO ADJUST, WITH MOST ORGANIZATIONS LANDING ON SOME SORT OF HYBRID WORK ARRANGEMENTS THAT RECOGNIZE BOTH THE VALUE OF IN PERSON CONNECTIONS AND THE FLEXIBILITY TO WORK REMOTELY, ENABLING WORK/LIFE BALANCE
and whatever the next emerging technology is to keep up with the bad guys who will most certainly be using those technologies and keep them out. At the same time, the emergence of quantum computing will enable us to solve more and more computationally intensive problems, helping us find solutions that we once thought were out of reach due to their large computational requirements.
What do you think are the new technologies and cultures/ methodologies which will define the future workplace, and what do you think is the role of the CIO in helping design and deliver these?
I think the vast majority of technologies that will define the workplace of the next decade are with us now. While telepresence, virtual reality and augmented reality have some limited workplace applications today, I don’t see them redefining the workplace anytime soon, as they are still too expensive and awkward for broad deployment.
The defining technologies of the workplace of the next decade will continue to be mobile devices and wireless connectivity that allow us to work anywhere, as well as video conferencing and collaboration tools, which make that work productive. We continue to see improvements at the margins in these tools, integrating productivity suites to provide a more seamless experience and camera solutions that improve the user experience for remote users in hybrid meetings. These incremental improvements will continue.
Our workplace cultures will continue to adjust, with most organizations landing on some sort of hybrid work arrangements that recognize both the value of in person connections and the flexibility to work remotely, enabling work/life balance.
Please share the major takeways from your latest book, ‘Industrial Digital Transformation’.
The book is a complete guide to digital transformation with resources for everyone from novice to expert. I don’t want to share any spoilers for those who haven’t read the book, but I will say that those who read the book will be able to evaluate themselves and their team for their readiness to undertake a digital transformation and will learn the keys to delivering a successful transformation. They’ll learn about everything from culture to methodologies to technologies that are necessary for a transformation.
Is there a particular person you are grateful for who helped get you to where you are?
There isn’t any one particular person. But there were a number of people along the way who leant a helping hand, most often by referring me for a role that I wouldn’t have been considered for otherwise. And this may sound counterintuitive, but I’m equally grateful for the handful of people who set out to make me utterly miserable. While I always wondered what I’d done to deserve their wrath, every time it happened, I came out stronger and more successful for the challenge. Adversity really is our best teacher. Adversity also reminds me that there are orders of magnitude more people who want to help me than who want to hold me back.
What does the term authentic leadership mean to you?
While it’s not a term that I’m in the habit of using, authentic leadership is easy to define. Authentic leadership means that what you see is what you get. An authentic leader acts in
AUTHENTIC LEADERSHIP MEANS THAT WHAT YOU SEE IS WHAT YOU GET. AN AUTHENTIC LEADER ACTS IN ACCORDANCE WITH THEIR VALUES AND BECAUSE OF THAT, THEIR BEHAVIOR IS PREDICTABLE
accordance with their values and because of that, their behavior is predictable. Authentic leaders don’t surprise people with their actions because they are consistent and grounded in positive values.
What are some of your passions outside of work? What do you like to do in your time off?
I don’t have a lot of time these days, but I love to travel. We take several trips a year both to new places and familiar ones. I also like to watch Formula One and Georgia Tech football. I have lots of other interests, but no time to pursue them at the moment, so I’ll stop here.
Which technology are you investing in now to prepare for the future?
At DOE we invest in every technology. We lead the world in innovation!
What is your biggest goal? Where do you see yourself in 5 years from now?
I’ve been lucky enough to have a career that exceeded my expectations. I never expected to
work for a President. I’ve been honored to serve in two administrations. I’m looking forward to pursuing a portfolio of activities, including corporate boards, advising and writing another book. I’ll also continue mentoring students and serving on non-profit boards. On the other hand, someone may turn up with an amazing opportunity and five years from now you may find me in a C-Suite role in the private sector.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
My advice is two-fold. First, to quote Carl Buecher “people may forget what you said, but they will never forget how you made them feel.” Be a leader that makes people feel good. That doesn't mean that you shouldn’t do the hard things, but no matter what you need to do or tell people, you can be kind and compassionate while doing it. Second, don’t get too comfortable. Take positions that are scary and that stretch you because that’s the only way you grow.
Director of Psychometrics, Microsoft
Liberty Munson is the Director of Psychometrics for the Microsoft Worldwide Learning organization. She is considered a thought leader in the certification industry, especially in areas related to accessibility and inclusivity of credentialing experiences and how technology can fundamentally change our approach to assessment design, development, delivery, and sustainment, and has proposed many innovative ideas related to the future of certification. She recently received the eAssessment Association’s Practitioner of the Year Award—Individual 2024.
Before Microsoft, she worked at Boeing in their Employee Selection Group and internal certification program and managed their Employee Survey. She received her BS in Psychology from Iowa State University and her MA and PhD in Industrial/ Organizational Psychology with minors in Quantitative Psychology and Human Resource Management from the University of Illinois at Urbana-Champaign.
In a candid conversation with the CIO Magazine, Liberty shares her journey, insights into psychometric trends, and vision for the future of learning and credentialing, offering a glimpse into how Microsoft is shaping opportunities for individuals and organizations worldwide.
STAYING ON TOP OF THE NEW WAYS THAT PEOPLE ARE ATTEMPTING TO CHEAT IS CRITICAL TO ENSURING THE INTEGRITY OF THE ASSESSMENT PROCESS AS WELL AS THE VALUE OF THE CREDENTIAL
Could you share what initially drew you to psychometrics and how your career evolved from your academic pursuits to your role at Microsoft?
I have a PhD in industrial-organizational psychology, which is the science of creating more productive workforces. One way to do this is by hiring the right people through selection testing. Whether you realize it or not, an interview is a test. During graduate school, I did an internship at GTE, helping them develop an entry level selection process. I fell in love with assessment; being able to understand someone’s strengths and weaknesses with just a few well defined questions can change people’s lives for the better. Assessment helps people find the right careers and helps organizations find the right talent.
After graduate school, I went to work at Boeing in their Employee Selection Group. A few years later, I transitioned to lead their
employee survey. Not long after that, I realized that I loved assessment more than surveys, so I started looking for a role that would get me back into the world of assessment.
At the time, Microsoft was hiring a psychometrician to oversee the measurement elements of their technical certification program. Although it wasn’t employee selection, it did get me back into something that I loved— assessing knowledge, skills, and abilities. So, more than 18 years ago, I took a leap to work for Microsoft as their sole psychometrician, ensuring that our certifications were valid, reliable, fair, and meaningful assessments of someone’s Microsoft technical skills. Over my career at Microsoft, I have easily managed the psychometrics of hundreds of different certifications and credentials. I have pushed the certification industry to think differently about how we assess skills; I have pushed Microsoft to be one of the most innovative IT certification programs, leading the way when it comes to the inclusivity and accessibility of our assessment experiences. I love the work that I do as Microsoft’s psychometrician so much that I never made it back to selection testing. I fell in love with certification and credentialing and don’t plan to leave.
While most people at Microsoft move from role to role, I have spent the 18 years (and counting) that I have been at Microsoft in the same role, ensuring the integrity of our technical credentialing program and building it into one of the most well respected, innovative IT certification programs in the world. I like to say that I have a unique set of skills and that’s why I have stayed in the same role at Microsoft for so long. But I truly love the work that I do every day and ensuring that
Microsoft is creating opportunities for people to find jobs, get promotions, etc. through the power of credentialing.
Psychometrics is a critical field for validating skills in the rapidly evolving tech landscape. What are some of the most significant challenges you’ve faced in ensuring the reliability and validity of assessments? How have you addressed these challenges through innovation?
One challenge that all programs face, if their credentials have any value to organizations and candidates, is cheating in all its forms: braindump sites that sell exam content to candidates; proxy testing (having someone else take the exam whether they are physically in the exam location or somewhere else); leveraging tools like ChatGPT to answer test questions, among other activities. Staying on top of the new ways that people are attempting to cheat is critical to ensuring the integrity of the assessment process as well as the value of the credential.
Ensuring the security of certification is a challenge, and many programs are using AI to mitigate these threats by assisting proctors in detecting anomalies in test-taking behaviors. Programs are starting to use generative AI to create exam content, creating larger pools of items to make braindump sites less likely to give candidates an unfair advantage, and so on.
Another challenge that all cloud-based credentials face is the pace at which the technology that is the basis of our assessments is changing. How do we keep our exams and assessments up to date and relevant when the underlying technology can literally change daily? Microsoft has been doing this by
refreshing exams on a quarterly basis. Because we have over 50 certifications, we have had to be innovative in our approach to how we develop, review, and update our exams. I leverage dynamic approaches to delivering exam content to gather psychometric information about the items, and our exam development vendors have taken innovative approaches to item development to streamline the process for quick turnaround time. I anticipate that the AI item generation tool that Microsoft is developing will make the process even more efficient. However, we often create exam questions on technologies that have very little documentation. This makes using generative AI to assist with item development tricky, if not impossible… you can’t create items using generative AI when there’s little to no content that can be used to generate those items--another challenge for IT certification programs building exams on new or constantly changing technologies, like AI itself.
The world of certifications and assessments has changed dramatically over the years. From your perspective, what are the emerging trends in psychometric assessments, and how do you see them reshaping the future of learning and credentialing? Obviously, the biggest trend is in the way that AI is changing the way we think about assessment from design through delivery. For example, we are already seeing AI being used to generate items and improve test security. But it will also help us perform more effective job task analyses to really understand what people are doing in their jobs. Right now, we rely on subject matter experts, who may not be as reliable in recalling what they do on their job as we might like. With ML and AI, we can transform the digital exhaust (telemetry) that
ONE OF THE MOST PROMISING EMERGING IDEAS IS THE POSSIBILITY OF AI BEING USED TO DEVELOP PERSONALIZED ASSESSMENTS THAT
ADAPT TO THE INDIVIDUAL NEEDS AND ABILITIES OF TEST-TAKERS
people leave behind into tasks that they perform for a more accurate representation of what they are doing, when, and how often.
Machine learning models can handle complex data sets, providing deeper insights into test results. This will allow psychometricians to uncover subtle relationships and predictors that might be missed with traditional statistical methods, increasing the power of the assessment process, if not changing assessment altogether.
One of the most promising emerging ideas is the possibility of AI being used to develop personalized assessments that adapt to the individual needs and abilities of test-takers. This can lead to more accurate measurements of abilities and traits, as well as a more engaging assessment experience.
Along those lines, AI-powered platforms can provide immediate feedback to test-takers, helping them understand their strengths and areas for improvement. This real-time feedback can be particularly valuable in educational and training contexts.
It may seem counterintuitive given the conversations around the bias in AI models, but I believe that AI can help ensure that assessments are fair and unbiased by identifying and mitigating potential biases in test items and scoring algorithms. This is crucial for maintaining the validity and reliability of psychometric assessments.
Beyond AI, technologies, such as mobile apps, games, virtual reality, enable real-time data collection and immediate feedback. This allows for more dynamic and interactive assessments, that I suspect test takers find more fun than the traditional multiple-choice exam.
The shift from traditional paper-andpencil tests to digital formats has expanded
the reach and accessibility of our assessments. Virtual reality (VR) and gamified assessments are emerging as innovative tools to evaluate cognitive and behavioral functions in more engaging and realistic environments.
Wearable technology can collect continuous physiological and behavioral data, offering new dimensions of assessment. For example, they can monitor stress levels, physical activity, and sleep patterns, which can be correlated with psychological states. While I’m not sure how I will leverage wearables in Microsoft’s credential program, I know that other assessment programs are exploring how to leverage this data to make more informed decisions.
My dream is what I have been calling “in the flow of work” assessment. For people who are already doing the job that is being certified, why do they have to take an exam to earn the certification? With advances in technology, there must be a way to assess them as they do their jobs and award the certification accordingly. This does introduce some interesting psychometric challenges and questions, but I would love to see the industry start to figure out how to make an assessment process like this work. (I do realize that this won’t work for all certifications, but I have the luxury of working at Microsoft where all my certifications are based on software solutions where something like this is possible.)
At the end of the day, the closer we can get our assessment process to what we are trying to certify (e.g., Azure administration, development, engineering AI solutions, etc.), the more candidates, hiring managers, and organization will accept the assessment process. And that’s the direction we need to head as an industry.
Your work involves collaboration across teams, from psychometrics to curriculum development and security. How do you foster effective communication and alignment across such diverse disciplines?
I’m not sure I have the secret sauce for this, but I leverage all the collaboration tools that Microsoft provides, especially Teams; Teams recap provides a great summary of the meeting, creates action items, and allows people to see when their name was mentioned in the transcript,
I ESTABLISH CLEAR, SHARED GOALS TO ENSURE EVERYONE IS WORKING TOWARDS THE SAME OUTCOMES AND HOLDING REGULAR MEETINGS TO SHARE PROGRESS, DISCUSS CHALLENGES, ALIGN ON PRIORITIES, AND UPDATE THOSE GOALS AS NECESSARY
making it easy for anyone who missed the meeting to catch up.
I establish clear, shared goals to ensure everyone is working towards the same outcomes and holding regular meetings to share progress, discuss challenges, align on priorities, and update those goals as necessary.
When we work with a team that doesn’t live and breathe assessment the way that I do, I’ll have 1:1 meetings with them to “onboard” them to the world of certification and credentialing, explaining key terminology
and how its different from the tests they took in school and why that matters.
We often appoint “liaisons” within each team who are responsible for communication and coordination to streamline interactions and ensure that information flows smoothly between groups. We expect this liaison to communicate key information back to their teams and share any concerns that their team may have. This ensures that the key stakeholders have all the information without everyone having to attend every meeting. We also encourage feedback so that teams can voice concerns and suggest improvements, and we can adapt processes as needed.
With advancements in AI and adaptive learning, what opportunities and risks do you foresee for the future of technical certification and psychometrics?
I discussed many of the opportunities in my response above, but the greatest opportunity we have is changing what assessment looks like. I imagine a future where exams don’t feel like exams. We can harness the power of technology and AI to change the way we assess people through personalization, wearables, virtual reality, games, and workbased experiences where someone doesn’t have to leave their job to take a test to earn a credential (“in the flow of work”).
In addition, in the not-too-distant future, we should be able to use AI to predict the psychometric characteristics of items. If we’re using AI to generate more items and this can be done quickly and efficiently, we must address the downstream bottlenecks that slow down our ability to score those items on
WE
assessments/exams. One of those bottlenecks is understanding the psychometric properties of these new items, so if we can use AI to estimate those psychometric properties, we no longer have to “seed” questions (include them on the assessment as unscored while we collect the data needed for psychometrics); we can start scoring them immediately. In a world where piracy is a huge problem, having larger item pools is one important mitigating factor but only if we can leverage those items to score candidates as quickly as possible.
In terms of risks, the two biggest risks are the belief that AI is a silver bullet and making sure that we’re using AI ethically and responsibly. I think some programs will rush to use AI in ways that will be perceived to create efficiency but may not be more efficient or, worse, not in the best interests of the test taker. Currently, using AI for scoring in high-stakes situations may be the least ethical use, especially if humans aren’t in the loop (and may be extremely difficult under the EU AI Act), yet I don’t think many leaders see the risks associated with using it in this way. We must continue to put validity, reliability, and fairness front and center of all decisions when using AI in exam development, delivery, and sustainment. I can see how it might be easy to fall into the “AI for everything” trap and forget that we still need to make sure that whatever we
create is valid, reliable, and fair. The lure of the perceived power of AI to make everything more efficient is real, but even as an item generation tool, AI still has a long way to go.
What personal philosophy or life experience has guided you in your career and continues to inspire you in your work at Microsoft?
Stay curious and open-minded. My curiosity and the desire to learn from others have been key factors to the success I’ve had in my career. My insatiable curiosity has led to many interesting opportunities within Microsoft and beyond. For example, because I spoke with our candidates to learn more about their experiences, I have found pain points that could be mitigated in ways that don’t compromise the integrity of the assessment process. Beyond Microsoft, I have presented at conferences hundreds of times, participated as a Board member for a wide variety of associations, have published articles and book chapters, and have been the keynote speaker at numerous conferences. These experiences have allowed me to share my experiences at Microsoft with others so that they can learn from, and hopefully, be inspired by, what we’re doing. I am proud of what I have accomplished at Microsoft, and knowing that people are learning from that, I am inspired every day.
Frank Sweeney is a visionary Chief Information Officer (CIO) transforming Arizona’s Department of Child Safety (DCS) through innovative, people-centred technology. With experience spanning start-up’s, major corporations, and government, Frank pushes the boundaries of public-sector tech. Known for his high energy and commitment to impactful change, he brings strategic insight and empathy to his work, creating solutions that meet the needs of those he serves. By fostering a culture of innovation, he empowers his team to excel in today’s dynamic environment. Frank’s dedication ensures Arizona’s public sector remains agile, efficient, and prepared to improve lives through technology.
Recently, in an exclusive interview with CIO Magazine, Frank shared his professional trajectory, insights on the evolution of CIO role over the last few years, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
How did you first become interested in technology, and what propelled you into it?
Technology hooked me at an early age. I think it started as a curiosity about how things worked, and then it quickly turned into a passion for finding solutions to complex problems. I've always seen
technology as a tool to serve people and make their lives better. What truly propelled me into this field, though, was the thrill of bridging the gap between what we know and what we can achieve through innovation. It's a journey of constantly pushing the envelope, and that’s what keeps me going.
What do you love the most about your current role?
What I love most about my role is being able to make a meaningful impact. Every decision has the potential to improve someone’s day, streamline a process, or solve a real problem. It's not about leadership for leadership's sakeit's about helping people, creating better systems, and leaving things better than we found them. Plus, I get to work alongside talented, passionate people who inspire me daily. That sense of camaraderie and shared purpose is what fuels me.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
The CIO role has evolved from being primarily about managing technology infrastructure
to becoming a key player in shaping business strategy. In the last decade, we've shifted from a focus on keeping the lights on to truly driving transformation-helping organizations innovate, stay agile, and respond to rapid change. Looking forward, I think the CIO will play an even larger role in leading cross-functional initiatives that blend technology with business goals, and as AI and data continue to explode, we’ll be at the heart of ethical tech decisions and workforce adaptation.
What new technologies and cultures/ methodologies do you think will define the future workplace, and what is the CIO's role in helping design and deliver these?
AI, machine learning, and automation are already reshaping the workplace, but I think we'll see a growing focus on data ethics and people-centric
THE
tech. Methodologies like agile and design thinking are going to stay crucial because they keep people at the center of solutions. The CIO's role will be about weaving these technologies and cultures together in a way that makes work both meaningful and productive. Ultimately, we’re here to create environments that allow people to thrive and solve human problems in a smarter, more connected way.
Is there a particular person you are grateful for who helped get you to where you are?
Absolutely. Many people have influenced me over the years, but my mother stands out. She taught me the importance of patience and perspective, showing me that sometimes the greatest achievements come from choosing which battles to avoid and keeping focused on your goals. I’m deeply grateful for the example she set and for others who have guided me along the way. They all taught me to stay true to myself and always prioritize people first.
What does the term "authentic leadership" mean to you?
To me, authentic leadership means showing up as yourself and being transparent about your intentions. It’s not trying to fit a mould or playing to a title, but being genuinely committed to helping people and solving problems. Authenticity isn’t about being perfect; it’s being honest, listening, and letting others see your humanity. It's helping others become better and leading with empathy.
What are some of your passions outside of work? What do you like to do in your time off?
Running has been a big part of my life. I still enjoy it as a way to clear my mind and stay grounded. I also love spending time outdoors, connecting with nature,
I’M FOCUSED ON GENERATIVE
AI AND DATA
ANALYTICS. BOTH
ARE TRANSFORMATIVE TOOLS THAT CAN UNLOCK NEW WAYS TO UNDERSTAND AND SOLVE COMPLEX ISSUES
and reflecting on life. And of course, I’m passionate about storytelling-whether that’s through speaking engagements or just sharing stories with friends.
Which technology are you investing in now to prepare for the future?
I’m focused on generative AI and data analytics. Both are transformative tools that can unlock new ways to understand and solve complex issues. By investing in these areas, I see the potential to amplify human impact and make informed decisions faster and with more accuracy. Preparing for the future is about enabling insights that drive better outcomes.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue growing and, eventually, step into a leadership role where I can help drive transformation on an even broader scale. In five years, I see myself leading an organization with a purpose-driven approach, leveraging technology to make meaningful changes that benefit real people. It's about leaving a lasting impact and inspiring others to see how powerful they are in making a difference.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Focus less on being a "leader" and more on being someone who serves others. Embrace continuous learning, especially from the people around you. Find ways to connect technology to real human needs and be humble enough to listen and adapt. In the end, success is about making things better for people and leaving a positive mark. Leadership is just a by- product of being genuine, purposeful, and committed to growth.
Dr. Stanley Mpofu, Chief Information Officer at the University of the Witwatersrand, is a visionary leader in digital transformation and digital equity. He has spearheaded impactful initiatives, including the Smart Classroom Project, which supported uninterrupted / during the COVID-19 pandemic, and the expansion of Eduroam to all South African public airports, bridging the digital divide for students and staff. Under his leadership, transformative projects like the Automation of Thesis Submission, Integrated Workplace Management System, and Hospital Connectivity project have aligned Wits University with UN SDGs. Dr. Mpofu's numerous awards and strategic innovations underscore his dedication to advancing education through technology.
Recently, in an exclusive interview with CIO Magazine, Dr. Mpofu shared his professional trajectory, insights on the evolution of CIO role over the last few years, the secret mantra behind his success, personal sources of inspiration, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
TODAY'S CIOS ARE EXPECTED TO ALIGN TECHNOLOGY WITH BUSINESS GOALS, MANAGE CHANGE EFFECTIVELY, AND LEAD INITIATIVES THAT ENHANCE BOTH OPERATIONAL EFFICIENCY AND USER EXPERIENCE
Hi Dr. Mgobansimbi. How did you first become interested in technology, and what propelled you into it?
I first became interested in technology in 1994 when I decided to study computers. At that time, I was drawn to a field that was both unique and unconventional, where black people were significantly underrepresented. With the advent of democracy, I saw an opportunity to break through barriers in a space that seemed dominated by white individuals. Believing in my intellectual capabilities, I applied to Transnet, passed their rigorous entry tests, and started a programming course in March 1995.
Despite starting in my early 30s, I was determined to succeed. I was possibly the oldest in my class and one of only two black students, surrounded predominantly by white peers. This environment and the challenge of excelling in a field seen as niche motivated me even further and propelled me into a career that shaped my professional journey.
What do you love the most about your current role?
My role is creating a bigger network of experts and experienced colleagues in the industry that broadens my own knowledge and experience of the ICT Eco system. This provides better understanding of how different industries ICT divisions work which gives good insight to my own agenda.
I have found myself being viewed as a role model with a significant ICT professional people seeking my opinions as well as mentorship and coaching which I am passionate about. This alone I have found humbling indeed that colleagues see value in associating with me
In my current role, what I love most is the opportunity to stay ahead of the curve, continuously tracking technological trends and changes to support the ICT portfolio I lead and the broader university community. This proactive approach ensures that we align with the university's 2033 strategic objectives, shaping a forward-looking vision for the institution.
I also deeply value the privilege of being a role model for my team, fostering their growth and professional development. Success in this role is not a solo achievement—it reflects my ability to lead experts and teams effectively, empowering them to deliver excellence for the university while embracing continuous improvement as a standard way of working.
Another aspect I cherish is the decisionmaking environment, which, when supported by top leadership, becomes conducive to thriving and achieving even more. Finally, my passion lies in leveraging technology as an equalizer for our students, particularly those from disadvantaged backgrounds. I aspire to see initiatives like Eduroam extended to every library, community hall, and mall across the country. This would provide students with access to resources without barriers, enabling them to thrive regardless of their circumstances. This role enables me to contribute toward this vision, making a meaningful impact on both the university and the broader community.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
Over the last 5–10 years, the role of the CIO has shifted from managing IT infrastructure
to becoming a strategic leader who drives innovation and organizational transformation. Today's CIOs are expected to align technology with business goals, manage change effectively, and lead initiatives that enhance both operational efficiency and user experience. The growing importance of addressing challenges such as mental health and team well-being has also expanded the CIO's responsibilities beyond technology to include human-centred leadership.
Looking ahead, the CIO's role will continue to evolve, requiring adaptability, technological fluency, and empathy. As organizations adopt emerging technologies like AI, machine learning, and advanced analytics, CIOs will need to balance innovation with ethical considerations and data privacy. The focus will shift further toward managing complexity and fostering resilience, ensuring that digital strategies support both organizational growth and employee well-being. This adaptability and forward-thinking approach will define the successful CIOs of the future.
What do you think are the new technologies and cultures/ methodologies which will define the future workplace, and what do you think is the role of the CIO in helping design and deliver these?
The future workplace will be shaped by technologies like artificial intelligence (AI), cloud computing, and collaboration tools. AI will help automate repetitive tasks and provide smart insights, while cloud computing will allow flexible and secure access to data from anywhere. Tools like virtual reality (VR) and augmented reality (AR) will transform training and remote collaboration, and digital platforms
will make it easier for teams to work together, especially in hybrid or remote setups.
Culturally, workplaces will focus on flexibility, inclusivity, and employee wellbeing. Agile methods and collaborative practices will encourage innovation and fast decision-making. Leaders will need to prioritize empathy, adaptability, and supporting mental health to keep teams motivated in a fast-changing environment.
The CIO's role will be to guide this transformation by selecting and implementing the right technologies, ensuring they align with the organization's goals. CIOs must also focus on creating a secure and scalable digital infrastructure while fostering a culture that embraces change and innovation. Their leadership will be critical in blending technology with human-centred strategies to create a workplace that is not only efficient but also supportive and inspiring.
You were recently named CIO of the Year 2024 and received the IT Project of the Year award at the 2024 CIO Awards. You were also honoured with the Decade of CIO Service Public Sector Award at the IT Web CIO Banquet 2024. Our readers would love to know the secret mantra behind your success. The recognition as CIO of the Year 2024, the IT Project of the Year award, and the Decade of CIO Service Public Sector Award at the ITWeb CIO Banquet 2024 are honours that I deeply cherish. The secret behind my success lies in a combination of unwavering support and personal values.
The incredible backing of our ViceChancellor, Prof Zeblon Vilakazi and Deputy Vice-Chancellor, Prof Ian Jandrell, has been instrumental in driving impactful initiatives and aligning our IT strategies with the university's vision. My team has been the cornerstone
CIOS
of these achievements—their dedication, expertise, and collaborative spirit make even the most ambitious projects possible. Collaborative work is at the heart of everything we do, and it is this shared effort that drives results.
On a personal level, my curiosity and passion for learning new things have kept me ahead in a fast-changing field. Resilience has also been key—overcoming challenges and adapting to changes have taught me valuable lessons that shape how I lead.
My family has been a pillar of strength, providing encouragement and balance that allows me to give my best every day. Additionally, my peers in the CIO community have been a source of inspiration and invaluable insights, fostering a network of shared learning and support.
These awards reflect not just my efforts but the collective contributions of a strong support system, a dedicated team, and a relentless drive to learn and grow. It is this synergy that fuels our success and inspires me to continue striving for excellence.
Is there a particular person you are grateful for who helped get you to where you are?
I am deeply grateful to both of my late parents for shaping the person I am today. My father, despite never having formal schooling, demonstrated incredible resilience by teaching himself basic literacy and becoming a truck driver. He showed me that determination can overcome any limitation. My mother’s strength and adaptability were equally inspiring. While my father worked far from home, she managed the household, instilled discipline, and ensured we fulfilled our responsibilities, such as farming and herding livestock. Their perseverance and
hard work taught me resilience and inspired me to strive for success in all aspects of life.
In a professional context, two individuals have played pivotal roles in my development. Kim Jarvis, my coach during the early stages of my leadership journey, helped me craft my approach to leadership and thrive in a technical environment. His guidance was instrumental in shaping my capacity as a leader and establishing the foundation for my professional growth.
On the mentorship side, Dr. Steve Lennon played a significant role during my time as an executive at Eskom. He provided valuable insights, created opportunities, and helped me navigate the complexities of leadership at that level. The contributions of both Kim and Dr. Lennon underscore the importance of coaching and mentorship in one’s development, particularly in a professional setting, and I am profoundly grateful for their impact on my journey..
To me, authentic leadership means leading with honesty, integrity, and self-awareness. It is about staying true to your values, principles, and purpose while fostering trust and transparency with those you lead. An authentic leader is genuine and consistent, showing vulnerability when necessary and making decisions guided by a strong moral compass.
Authentic leadership also involves deep empathy and a commitment to understanding and supporting others. It means creating an environment where people feel valued, respected, and empowered to contribute their best. By being authentic, a leader inspires loyalty and builds meaningful relationships that drive both personal and organizational growth.
GUIDED BY A STRONG MORAL COMPASS
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I am deeply passionate about farming and tending to my livestock. It is an activity I grew up doing, and it has shaped many of the strategies I apply in my professional life today. Farming taught me the value of patience, resilience, and strategic planning— qualities that are essential in both personal and professional spheres. Caring for animals and managing the land provides a grounding and fulfilling balance to my busy work life. It allows me to connect with nature, reflect, and recharge while staying true to my roots and the lessons they continue to provide.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continuously grow and excel in every path I take, aiming to reach the highest level of accomplishment in my endeavours. Looking ahead five years, I envision myself leveraging my extensive experience in the IT industry and my knowledge of both private and higher education sectors to make a meaningful impact in consulting. I believe my skills and insights would provide significant value in these areas.
Additionally, I see an opportunity to contribute to governance structures, particularly in the ICT sector. With my familiarity with chairing and being a member of governance structures, alongside a strong understanding of King IV governance principles, I aspire to take up board memberships where my ICT expertise can be an asset.
Beyond the professional realm, I also plan to develop my farming skills further, improving and expanding what I currently do. These three areas— consulting, governance roles, and farming—are
the key goals I aim to pursue and grow into over the next five years.
I seek opportunities in BOARD membership where I believe I will add value due to my significant experience in belonging to many governance committees. Besides I am on my training journey with IoDSA so that I become a fully-fledged and qualified Board member in future.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Aspiring technology leaders should prioritize continuous learning to stay ahead in a rapidly
evolving field while leading with empathy to build strong relationships and foster collaboration. Adaptability and resilience are key to navigating challenges and inspiring confidence in others. Focus on creating meaningful impact by aligning technology initiatives with organizational goals and addressing real-world needs. Champion ethics and integrity by ensuring fairness, transparency, and inclusivity in decision-making. Empower your team by providing opportunities for growth, encouraging collaboration, and trusting them to innovate and take ownership. By combining technical expertise with strong leadership qualities, technology leaders can drive progress and make a positive impact in their organizations and the industry.
Adesegun is an IT executive and business leader with two decades industry experience across various sectors. Robust professional experience over the years, leading and delivering digital transformation, enterprise agility, innovation, strategic business/technology alignment, and portfolio/ projects across multiple geographies and diverse cultural environments across the globe. Adesegun is an experienced and certified Enterprise Agile Coach and a thought leader who is passionate about the Organisational/ Commercial advantage of Agile & Digital Transformation, helping organisations and teams embark and progress on Agile/ Digital Transformation for organisational/ business impact. Speaker at multiple events and has received multiple awards, recognising his contribution and impact in Business Transformation. Awarded Chartered status by the British Computer Society (BCS), United Kingdom, and Canada’s Association of IT Professionals (CIPS). Actively involved in the coaching and mentoring of young professionals and a volunteer certification assessor of the British Computer Society. Adesegun is an MBA graduate of the University of Manchester, United Kingdom. He recently won the CIO & C-Suite Africa CIO Awards (2023) and the BAT Empowerment Award (2024) for Digital Transformation and Innovation Leadership.
Many leaders agree that an important attribute they look out for when evaluating talents for senior leadership positions is emotional intelligence. While social and intelligence quotients are important, individuals with high emotional quotients have a higher chance of being successful in leading other individuals.
In today’s world, businesses and organisations seeking success now and into the future will have to focus more on their consumers, raising their consumer quotient in a similar way that the emotional quotient plays in the case of individual success. Of course, the product and people quotients are important, but consumers are now increasingly having more say in an organisation's success and sustainability.
SEEKING
AGILITY
OR AN
AGILE
TRANSFORMATION FOR THE SAKE OF IT IS A SURE RECIPE FOR FAILURE
Delivering innovation with speed to ensure a two-way business-consumer value delivery, having the courage to do better than competition, being innovative, trying and failing safely, creating a psychologically safe space for people to feel comfortable bringing their ideas to the table, and having the right level of autonomy are all key ingredients to living an agile enterprise.
The industrial revolution, from mechanisation in the 18th century through the technological evolution of the 19th and 20th centuries to the DIGITAL AGE of the 21st century, compels organisations to become more agile, understand changing and fragmented consumer needs, and leverage technology and digital as one means to gain and sustain commercial advantage.
It’s a VUCA (Volatile, Uncertain, Complex, Ambiguous) world and as Jeff Bezos put it “the only sustainable advantage you can have over others is AGILITY. That’s it. Because nothing else is sustainable, everything else you create, somebody else will replicate”. This further underlines the need for enterprise agility.
Companies that have embarked and progressing on their agile transformation journey through an improved way of working (breaking silos, taking an economic view of products value etc), empowering their people and strongly using digital & technology as a means of agility and consumer focus have experienced exponential impact on business results.
Leadership and a clear sense of purpose are key to success. Seeking agility or an agile transformation for the sake of it is a sure recipe for failure. Hence, the need for the leaders of an organisation to evaluate its current state and
determine if the business will benefit from an agile transformation – a burning platform or visionary leadership. There are quite a number of tools that can help an organisation evaluate different aspects of the business to come to a position.
Once the need is established, it’ll be helpful to set up a Drive team and champions, consisting of members who are respected and influential across the different functions of the organisation, given the broad direction from the leadership, to take the transformation forward.
Engaging with a wider team, the drive team and champions define the focus areas for the transformation, creating a roadmap and sustaining the energy and engagement across the organisation through the journey.
Also important for leadership to empower the teams and commit to resources and funding the agile transformation.
Aligned to its strategy, every organisation/ business starting on its transformation journey will have to define the focus areas of most impact and benefits for agility. Not cast in stones, as achievements are being recorded in specific areas, the priorities can be recalibrated through the journey. The important thing is to ensure that the desired results are being achieved.
Commonly, the focus areas for Agility are seen across 4 themes: Customer Centricity, Speed to Market, Operational Efficiency/ Productivity, and People Empowerment/ Engagement. A closer look at each area below.
Consumer Centricity: Businesses look for opportunities to understand their consumers/ customers better and make better decisions on products and offerings for consumer and commercial advantage. It’s about driving meaningful engagement between brands and consumers, building and leveraging data assets, stimulating and delivering innovation and making consumers/ customers advocates of their brands.
Speed to Market: For many industries, time matters! It has been seen to be beneficial to organisations to go to the market with a minimum viable product for fast customer feedback and incremental product improvement over time. Taking the features with the most value first. Taking an economic view optimises value for the consumer/ customer and the
business. Waiting to get all the facts right before going to market has been proven not to optimise value for businesses. Organisations that have embraced the ‘done is better than perfect’ and innovative mindset have created significant wins in the marketplace.
Operational Efficiency/ Productivity:
It’ll be difficult for organisations that seek the previous two focus areas to attain a significant level of success without an adequate level of operational efficiency to create and sustain them. Organisations seek to make their business processes smarter through digital & automation for improved productivity and efficiency – minimising process length, reducing or eliminating bureaucracy, and minimising human errors that can impede the flow of work & value.
NOT CAST IN STONES, AS ACHIEVEMENTS ARE BEING RECORDED IN SPECIFIC AREAS, THE PRIORITIES CAN BE RECALIBRATED THROUGH THE JOURNEY
Perhaps, the most important of the 4 focus areas, here mentioned. Organisations are as smart and innovative as their people. The need to ensure the right people understand and are empowered along the transformation journey cannot be over-emphasised. A clear people engagement & communication strategy, capability development plan and drive for actualisation are key to success.
For strategic agility and optimised value, the delivery across the focus areas can be managed through a synchronised planning and cadence, having cross-functional teams across each focus area, with a sponsor or product owner for each value stream.
The value stream approach offers the advantage of effective coordination, improved transparency and flow, effective management of risks and dependencies, predictability and flexibility on deliverables based on business dynamics as well as a clear line of funding and financial management. This provides the organisation/ business a clear view of its performance against its strategic objectives per time and the platform
to drive great results, closing any gaps. Often, the CEO (or delegate) has an overall ownership of the value portfolio or program.
This approach de-emphasises functional silos and promotes collaboration, innovation, and speed to delivery.
In the digital era, organisations that are more consumer-focused will have a higher chance of being successful for now into the future. Consumer preferences are fast-changing and fragmented, partly because of the enormity of data available at their fingertips.
This requires organisations to become more agile in meeting consumer needs. Doing things in the old way is certainly not the way to be nimble as an organisation. Therefore, an organisational mindset shift in terms of being agile in the ways of working and people empowerment and capability building are essential in today’s business world.
Also, very crucial is gaining agility through the intelligent application of technology & digital for business advantage as we have seen many organisations amplify their agility and business outcomes through this means.
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Named Penn’s first SVP & University CIO in 2013, Tom Murphy is responsible for the central IT organization that plans for, builds, acquires, develops and supports infrastructure, cybersecurity and enterprise solutions and services for faculty, researchers, students, staff and alumni to further the pedagogy, research and administrative missions of Penn. Tom is accountable for the strategic evolution, integration and effective use of computing resources across 12 schools, 40+ centers, and 1000++ IT professionals. Tom is a recognized leader in IT. In 2010, his peers elected him to the CIO Hall of Fame. The Global CIO Executive Summit has twice named him a Top 10 Breakthrough Leader. Over the years, his teams have been recognized as the Best Places to Work, for Innovation, and for Diversity. Recently, in an exclusive interview with CIO Magazine, Tom shared his professional trajectory, insights on the evolution of the CIO role over the last few years, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
MY MAIN GOAL IS TO OFFSET THE INEVITABLE DESKILLING OF STAFF AND PROVIDE RESKILLING TO CREATE JOB RESILIENCY GOING FORWARD
Hi Tom. How did you first become interested in technology and what propelled you into it?
It was a complete fluke, and I wonder if it is possible today. I did not touch a computer during college. In 1984 I started as a front desk managerin-training at Marriott Hotels & Resorts. 12 weeks into that role I met the individual Mr. Marriott chose to lead a team automating the front desks from keys to computers. He wanted hoteliers, not IT, to do the work, so Marriott would not lose their high-touch customer service. I was reassigned to Corporate HQ and started on the help desk. I moved into project management, eventually leading the entire team as Director of Property Management systems and Telecommunications.
What do you love the most about your current role?
Leading people and challenging them to achieve more than they thought possible. Embedding IT into the business strategically and tactically and driving tangible results in partnership. Seeing former staff move into C-level roles through the years.
How are you leveraging emerging technologies such as AI, blockchain, and the Internet of Things (IoT) to drive innovation and improvement in IT services?
IoT has been leveraged for years, so not much to say there. Blockchain is limited beyond research. AI Is a focus now. We kicked off IT and Administrative pilots focused primarily on streamlining workflows and magnifying data analytics in our administrative units. We developed guidelines for use and now have an institutional-wide focus in this space.
We are working with vendors to bring their enhancements into Penn, and leveraging closed GPTs for use across campus. We are also working to democratize access for all of campus, studying bias and ethics associated with GenAI. My main goal is to offset the inevitable deskilling of staff and provide reskilling to create job resiliency going forward.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
I have been doing this work for 40+ years. The current generation of senior executives grew up with technology and recognize the value of investment as our work creates innovation platforms, efficiency gains, and visibility across the institution, and we now have much more influence over institutional priorities. We spend more time with the Boards of Directors, beyond the obligatory Information Security updates. We present some of the most audacious and strategic plans.
What role do you see IT playing in supporting interdisciplinary research and collaboration, and how do you facilitate partnerships with external organizations and industry partners?
IT is in the unique position of seeing across the entire enterprise. We connect dots across divisional silos that others cannot see. Whether it’s tools, people, research, shared compute and storage, redundant activities, etc. One example is our PARCC program, Penn’s Advanced Research Compute program, intended to provide much more powerful compute to support research priorities including climate
change, quantum computing, energy science, analytics and much more. We have worked to build the platforming, tooling and data center, and negotiated with many outside vendors, including Nvidia, to procure the latest hardware and software. Originally the intent was to build a separate team to do this work. Our expertise in these spaces allowed us to engage and become primary partners to the team building PARCC. Our intention is to offer access to advanced compute to all researchers, faculty and students across Penn.
Is there a particular person you are grateful for who helped get you to where you are?
My wife. My success has been enabled by her willingness to uproot the family six times to six states and “start over”.
What does the term “authentic leadership” mean to you?
This is a phrase that can cause a lot of eyerolling. To me, this is about establishing organizational values that define the expected behaviors within my organization, and leading from the front, amplifying those values through our “rituals” (management meetings, all-staff meetings, in-office tailgates, etc). I am direct, honest and candid, consistent in my leadership, begin from a place of empathy, encourage risk taking and willingness to change course quickly (no IT organization can be great operating with fear of making a mistake). I see my role as creating an environment where people can do their best work. I have a trick I have used for years. We all have a real life and real
issues. I try not to bring that into my role as CIO. When I walk through the doors of the office, I remind myself that I am here for my team, not for me, and I leave my baggage at the threshold.
What are some of your passions outside of work? What do you like to do in your time off?
I am a serious cyclist and broken-down triathlete. I also like to exercise my creative side. I draw, scrapbook, build Legos, etc. I exercise regularly, which is critical to maintaining my sanity!
What is your biggest goal? Where do you see yourself in 5 years from now?
I’m at a point in my career where I have accomplished far more professionally than I ever could have imagined. My goal is to continue to build the leadership competencies of my team so when I retire the transition will be smooth and the team can take what we have built to the next level. My goals are to provide mentorship and coaching to the next generation of IT leaders and continue public board work which has been very rewarding.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
It starts with you. Your behaviors define who you are and what you accept as a leader. You have a choice about how you show up. Empathy, honesty, consistency and opportunity are foundational to building a great organization. Yours is a business role. Don’t lose sight of that. And don’t be a dick.
