Gavita Phull Partner - CFO & Finance Practice, Eton Bridge Partners Ltd
Josh Emerson Executive Search - Digital, Technology & Transformation, Eton Bridge Partners Ltd
Karl Klausewitz Chief Executive Officer, Success Marketing
Marie Banks CIO, Croda
Milo š Topi ć Vice President for IT (CIO), Chief Digital Officer, Grand Valley State University
Stefan F. Schnabl Senior Product Manager, Google
Tina Chopra Co-Founder and CEO, Addlly AI
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Not too long ago, the CIO’s job was mostly about keeping the servers running and making sure emails didn’t crash. Fast forward to today, and the role has transformed entirely. CIOs are no longer just the tech fixers—they are business strategists, innovation architects, and the driving force behind digital transformation.
Think about it: Every major industry is being reshaped by AI, automation, cloud computing, and data analytics. Companies that fail to adapt risk falling behind. And who’s at the center of this digital revolution? The CIO. Leaders like Rebecca Fox, Group CIO at NCC Group plc, are proving that being a tech expert isn’t enough anymore. Today’s CIO needs a commercial mindset, a vision for the future, and the ability to turn disruption into opportunity.
Success in this new era depends on a CIO’s ability to harness AI for smarter decisionmaking, strengthen cybersecurity to counter evolving threats, and develop agile cloud strategies that balance flexibility with security. But beyond technology, leadership matters just as much. The most effective CIOs foster a culture of adaptability, champion diverse teams, and ensure that digital initiatives align with overarching business goals.
Security, in particular, is a make-or-break issue. The threats are evolving, and the consequences of a breach are more severe than ever. CIOs must embed cybersecurity into the DNA of their organizations, just as Fox has done at NCC Group, a leader in cyber and software resilience.
But technology alone won’t drive success—it’s the people behind it that matter. Modern CIOs must champion diversity, inclusion, and collaboration, ensuring that their teams bring fresh perspectives and innovative thinking to the table. The best digital leaders don’t just push tech solutions; they align them with business goals, earning trust across the C-suite.
The bottom line? The CIO’s job isn’t just about keeping up with technology—it’s about shaping it. And the organizations that thrive in the digital era will be the ones with visionary CIOs leading the way.
So, to the CIOs out there—are you ready to define the future? Enjoy Reading.
Sarath Shyam
16 CIO, Croda
Marie Banks
Inspiring the Next Generation of Tech Leaders
Miloš Topić
44 Vice President for IT (CIO) & Chief Digital Officer, Grand Valley State University
Empowering People, Enabling the Future
TECH TALKS
24 Senior Product Manager, Google
Stefan F. Schnabl
The Product Manager's Role in Shaping the AI-Driven Education Landscape
36 Co-Founder and CEO, Addlly AI
Tina Chopra
Redefining Content Marketing with AI Innovation
32 Eton Bridge Partners Ltd
Gavita Phull and Josh Emerson
Hype vs Reality: CTOs and CFOs Talk AI
Karl Klausewitz
48 Chief Executive Officer, Success Marketing
Human Experience in the Age of AI: A Marketing Leader’s Journey
Rebecca Fox is the Group CIO at NCC Group plc, a global leader in cyber and software resilience. With a strong commercial focus and a passion for technology, she drives impactful change through innovation, data, and strategic leadership. Her career, inspired by early experiences in coding and software development, is defined by a results-driven approach to enabling businesses to thrive. A champion of diversity and inclusion, Rebecca advocates for balanced and inclusive cultures in the tech industry. Her leadership blends authenticity, ambition, and a commitment to aligning technology with business success in a fast-evolving digital landscape.
In an exclusive interview with the CIO Magazine, Rebecca shared her professional trajectory, insights on diversity and inclusion in tech, her favorite quotes, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Rebecca. How did you first become interested in technology and what propelled you into it?
I love answering this question because it all started with my dad. He was a Computer Science teacher and later a university lecturer in the field. This was in the 1980s, a time when technology was a fraction of what it is today. I started coding at the age of eight, and as an introverted child, it was an outlet that suited me perfectly. Later, my dad and I developed EPOS software for local businesses, which not only honed my early technical skills but also
helped me develop commercial acumen and gain confidence.
What do you love the most about your current role?
The people. It’s always the people. Leadership is fundamentally about people—if you don’t like working with others, you shouldn’t step into a leadership role.
Beyond that, I love being in a position to drive impactful change by bringing together people, technology, and data to enable brilliant businesses to thrive.
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 pace of change in the CIO role has outpaced nearly every other leadership position over the last few decades—and that won’t slow down anytime soon. When I started in IT, an organization with 600 people might have had five PCs. Now, there’s more technology than people, and this exponential growth is accelerating.
AI is poised to revolutionize the technology landscape—not just generative AI, but business intelligence and automation as well. These tools will reshape how organizations operate.
The CIO role has been moving closer to the business for years, and that trend will continue. However, with the rise of SaaS platforms and accessible technology, the CIO’s legitimacy could be challenged if they’re not fully aligned
with the business. Businesses can bypass IT altogether to implement solutions, but this creates risks around security, integration, and strategic alignment. In the future, making the wrong technology decisions— or not making them quickly enough—will have even greater consequences, potentially leading to business failure.
Is there a particular person you are grateful for who helped get you to where you are?
I’m deeply grateful to my dad for sparking my interest in technology and to my first boss, who trusted me to take ownership of projects and learn through experience. Those early mistakes were invaluable lessons in my technical career.
I’m also grateful to the less effective managers I’ve had along the way. They taught me how not to lead and underscored the
Leadership is fundamentally about people— if you don’t like working with others, you shouldn’t step into a leadership role
importance of learning from others’ mistakes. Complaining about your boss or team is a wasted opportunity—those challenges can become powerful learning experiences if you approach them with the right mindset.
What does the term "authentic leadership" mean to you?
Authentic leadership is about bringing your true self to work—but that doesn’t mean offloading personal challenges onto your team. As a leader, you need to show up with energy and focus, even when things aren’t perfect in your personal life.
It’s also about being honest about your weaknesses and showing vulnerability, while demonstrating what hard work, resilience, and commitment look like. Your team will mirror your actions, so you must be a role model in every aspect—showing integrity, authenticity, and dedication.
You team and peers will mirror your actions –bring your whole self to work, be your truth – but never forget that you also need to be a role model is every aspect.
What are your thoughts on diversity and inclusion in tech? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
The biggest challenge isn’t attracting women to STEM roles—it’s retaining them. While the number of women in tech is increasing, it’s still far from achieving the balance needed for a healthy and inclusive culture.
In tough economic climates, diversity and inclusion efforts can take a backseat. But to drive meaningful change, we need ongoing investment
You team and peers will mirror your actions –bring your whole self to work, be your truth – but never forget that you also need to be a role model is every aspect
in initiatives like targeted apprenticeship programs, school outreach, and mentoring. It’s also crucial to create supportive environments where people want to stay and thrive in their roles.
Being a role model is vital—and it’s something everyone can do, regardless of their position. True role modelling isn’t just about who you are; it’s about how you treat others, the decisions you make, and the actions you take.
What are some of your passions outside of work? What do you like to do in your time off?
I’m passionate about tech in the community and love projects that intersect technology with LGBT+ advocacy. I’m involved in Queer in Tech, a Manchester-based group that brings together diverse people to discuss technology and share knowledge. It’s incredibly rewarding to see people connecting and learning in this way.
Outside of that, my partner and I have a little Jack Russell named Scrappy, who keeps us busy with walks and cuddles.
Which technology are you investing in now to prepare for the future?
AI is the big one—but the challenge is deciding which aspect of AI will have the most significant impact. It’s tempting to spread your resources thin across multiple areas, but staying agile and ready to pivot is key.
Every vendor is promoting their AI solutions, but not all are truly innovative. AI is evolving rapidly, and it’s essential to start using it, even in small ways. For example, I’ve used AI to review and refine these responses!
AI will transform industries at different rates. Just as e-commerce disrupted the high street, I think AI will most quickly impact the
In the coming years, I aim to take on an MD role within a technology organization, possibly alongside non-executive director work
service industry, especially in our post-COVID, hybrid-working world.
That said, we also need to invest in people. AI will require new skills, mindsets, and trust in systems that don’t follow traditional logic. Building those capabilities is just as important as investing in the technology itself.
What are your favorite quotes?
I have three favourites that resonate at different points in my life:
"To laugh often and much." Often attributed to Ralph Waldo Emerson, this grounds me when I feel off track.
"Stop shrinking to fit places you've outgrown." This aligns with my values of growth, ambition, and integrity and reminds me to keep moving forward.
"Teach our daughters to be somebodies, not somebody's." I once saw this graffitied near Brighton station, and it struck such a chord that I have it framed at home.
From a business perspective, my favourite saying is: "We're all in sales." It highlights the importance of building relationships and delivering value in everything we do.
What is your biggest goal? Where do you see yourself in 5 years from now?
I’d love to return to interim roles in the future. Running my own business and making a significant impact across multiple organizations was incredibly rewarding.
In the coming years, I aim to take on an MD role within a technology organization, possibly alongside non-executive director work.
I’m also passionate about expanding my community contributions. While I already do a lot, there’s always more to give—whether it’s supporting people, mentoring, or helping others realize their potential.
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?
Set ambitious goals and always strive for the greater good. However, don’t be too hard on yourself if things don’t go as planned. Success comes from consistent effort, patience, and learning from every experience. Keep going—you’ll get there, and I believe in you!
Marie Banks is an accomplished technology leader with a passion for leveraging technology to add value and enhance user experiences. With a proven track record of success, Marie has a strong background in guiding organisations through strategic planning and implementation of innovative technological solutions. Throughout her career, she has demonstrated a deep understanding of how technology can transform businesses and drive impactful outcomes. With a keen eye for identifying opportunities where technology can add value and improve overall user experiences Marie believes in the power of collaboration and teamwork, fostering a culture of innovation and continuous improvement within her teams. As an IT leader, Marie is dedicated to fostering a culture of learning and growth, both for her team and herself. She is also a passionate advocate for mental health and neurodiversity in business.
In an exclusive interview with the CIO Magazine, Marie shared her professional trajectory, insights on diversity and inclusion in tech, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Marie. How did you first become interested in technology and what propelled you into it?
I've always been passionate about change and improvement. The idea of making things work better and more efficiently has always fascinated me. I love connecting people, processes, and technology, and I'm particularly drawn to the art of the possible seeing how technology can transform and enhance the way we live and work. I found myself naturally drawn to the technology arena. My creative nature, combined with a passion for change, made it a perfect fit. Working in project and program management, I noticed a natural extension as these areas were increasingly enabled by technology. This realisation motivated me to embrace technology fully and sell the narrative of its transformative potential. Combine that with my starting career in commercial roles has been instrumental in this journey. It has enabled me to support a more value-driven approach, aligning technology initiatives with business goals. This shift has been crucial in evolving the technology function and its place within the business landscape. I discovered my place in this field and have never looked back.
What do you love the most about your current role?
What I love most about my current role is the opportunity to drive meaningful change and innovation through collaboration. Supporting a business in driving sustainable change and shaping its future is incredibly fulfilling. At Croda, our passion for innovation and entrepreneurial thinking makes it a brilliant place to bring technology to life.
Being at the junction of technology and business allows me to connect people, processes, and technology in ways that create real value. I thrive on the challenge of solving complex problems and seeing the tangible impact of our work. It's incredibly rewarding to see the excitement and engagement from my colleagues as we work together to achieve our goals.
The dynamic nature of the technology landscape keeps me constantly learning and growing, which is something I truly value. Croda's commitment to innovation and its entrepreneurial spirit provide the perfect environment for leveraging technology to drive progress and make a lasting impact.
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 past 5-10 years, the role of the CIO has evolved significantly. I used to be embarrassed or feel uncomfortable saying I didn’t have a traditional career pathway to CIO. However now it feels much more realistic that CIOs can come from all areas within a business.
One of the most interesting change I think has been the shift from a purely technical focus to a broader business leadership role. CIOs are now seen as leaders in shaping business strategy, driving competitive advantage, and enabling new business models through technology.
This evolution has meant that the pathway of CIO has opened up and more and more of my peers are coming from diverse pathways into the role which also broadens the diversity of thinking within our roles and really helps drive innovation.
CIOS
Looking ahead, I think the role of the CIO will continue to transform. I expect and look forward to being able to return more value and support wider business strategy. As organisations become more digitally enabled, the CIO's ability to lead and collaborate become even more important as the key ways to we can really transform a business will be underpinned with digital, data and technology.
Is there a particular person you are grateful for who helped get you to where you are?
Wow that’s a tough question, but yes there are several. I’ve had some amazing mentors in my career, they pushed me to test boundaries, engaged me with amazing projects and opportunities to learn and grow. As my career grew and I worked in different organisational verticals and I have been fortunate to work with brilliant role models. People who have shared their leadership styles, fantastic frameworks for commercial success, attitude to delivery or bias for action. I am a magpie, taking the best of those elements and finding ways to incorporate them into how I work.
On a personal level though I had an amazing mum, I started my career pathway as a single parent, supported by a wonderful cheerleader, who encouraged and shaped the person I am. She gave me a sense of integrity, a can do attitude and a belief in myself that nothing was impossible. Seeing her work ethic to support both myself and my sister through some tough times drove my work ethic and still does today. She was the most amazing woman and I think she would be so proud of who I am and what I am achieving.
What does the term "authentic leadership" mean to you?
For me, authentic leadership is about being transparent, fair, and approachable. It's about leading with integrity and honesty, ensuring that my actions align with my words. As a leader, my role is to architect ways forward, building a business and function that are prepared for the future.
For me it involves fostering an environment where my team feel valued and heard, creating a culture of trust and collaboration, where everyone is encouraged to contribute to the organisations success. By being genuine and open, I aim to inspire and motivate my team to achieve our collective goals and speak up if they need help. This really though is shaped by my pathway to CIO, I am not technical so I don’t always understand certain topics. I will
role model saying, ‘I don’t understand, can you explain’. Its shows I am vulnerable to say if I don’t know but inquisitive to learn. I hope this way my team feel their knowledge is valuable but that also its good we raise each others knowledge and personal growth.
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?
Diversity and inclusion in tech are incredibly important to me, both professionally and personally. I think that a diverse and inclusive function and leadership team fosters innovation, creativity, and better decision-making. It's essential to have authentic conversations some
AS A LEADER, MY ROLE IS TO ARCHITECT WAYS FORWARD, BUILDING A BUSINESS AND FUNCTION THAT ARE PREPARED FOR THE FUTURE
of the most powerful changes comes from opening our minds up to different ways of doing things.
On a personal level, this is something I am very passionate about. My daughter is neurodiverse, and through her, I've learned the importance of better and clearer ways of communicating. This experience has deepened my commitment to creating inclusive spaces where everyone feels valued and heard.
I have a huge passion for mentoring and coaching, especially women in tech and my colleagues in the workplace. I've benefited immensely from some amazing mentors, and I want to encourage, shape, and support our leaders of the future. By fostering a culture of diversity and inclusion, we can drive meaningful change and ensure that everyone has the opportunity to thrive
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I have a variety of passions that keep me busy. I love spending time with my family, especially engaging in activities that support my daughter's interests and needs. Recently, I've rediscovered the joy of tandem reading, which has become a cherished hobby for both of us.
Traveling is another passion of mine, as it allows me to experience different cultures and cuisines. I have a particular fondness for wine and food, and I love sniffing out the most expensive cocktail in a city—it's a quirky and enjoyable hobby!
Moreover, I am deeply committed to volunteering for charities such as Doncaster MIND and Parenting Mental Health. These
causes are close to my heart, and I find great fulfilment in supporting mental health and making sure no one goes through this alone.
Which technology are you investing in now to prepare for the future?
To prepare for the future, we are investing in several key technologies that we believe will drive innovation and growth. A primary focus is on data, analytics and artificial intelligence (AI) (D&A). D&A has the potential to transform various aspects of our business, from enhancing customer experiences to optimising operations and decision-making processes.
We are also investing in cloud computing, which provides the scalability and flexibility needed to support our digital transformation initiatives. Cloud solutions enable us to be more agile and responsive to changing market demands, while also improving our overall efficiency and give us the ability to shape ideas for the future.
Cybersecurity is another critical area of investment. As digital threats continue to evolve, it's essential to protect our data and systems. By investing in advanced cybersecurity measures, we can ensure the safety and integrity of our operations. Additionally, we will be exploring the potential of renewable technologies and sustainable practices. This aligns with our commitment to environmental responsibility and helps us contribute to a more sustainable future.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue driving meaningful change and innovation within the technology space and for the organisations I work for. I
D&A HAS THE POTENTIAL TO TRANSFORM VARIOUS ASPECTS OF OUR BUSINESS, FROM ENHANCING CUSTOMER EXPERIENCES TO OPTIMISING
aim to lead initiatives that not only enhance our operations but also create a positive impact on wider society. I am passionate about fostering a culture of diversity and inclusion, and I want to ensure that our technology solutions are accessible and beneficial to all and really use my skills outside of my professional career to support those organisations and charities I am passionate about. Its my way of giving back for the fantastic career I’ve enjoyed.
In five years, I see myself in a leadership role where I can influence the strategic direction of a forward-thinking organisation like Croda. I hope to be at the forefront of technological advancements, learning and growing my knowledge on the future facing technologies that will shape our lives in the future. Additionally, I want to continue mentoring and coaching the next generation of leaders, helping them navigate their careers and achieve their full potential.
Ultimately, my vision is to be a catalyst for positive change, both within my company and
in the broader community. I aspire to create an environment where innovation thrives, and where we can make a lasting change through the power of technology.
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?
Belief, it’s all about self-belief and learning. Be humble don’t be afraid to say you don’t know but find out. Grow your knowledge, grow your network, both will help you succeed. Surround yourself by people who raise your bar, make you think differently and actively support you to push boundaries. Most of all don’t settle for a job you don’t love; life is too short to be unhappy. Finally if you can, pay it back, find a way to support an organisation or people less fortunate than you or who would benefit from your skills and knowledge, it gives a great sense of purpose and allows a balance in life like no other.
Want to Sell or find Investor for your Business?
Senior Product Manager, Google
Stefan Schnabl is a Senior Product Manager for developer education at Google with over 15 years of experience in product management and software engineering. He is considered a thought leader in Software Product Management, Educational Technology, and generative AI. Stefan is passionate about leveraging new technologies to reshape how education can scale skills and opportunities beyond current boundaries, particularly in supporting the broader workforce and software developers.
Prior to Google, Stefan worked as a software engineer at Goldman Sachs, and before that at IBM deploying educational technology for the developer workforce. He holds a BSc in Data Engineering & Statistics and two MSc degrees in Software Engineering & Management from Vienna University of Technology. Beyond his role at Google, Stefan serves as an advisor to innovative EdTech startups like bizExaminer and shares his insights through his blog at theproductinsider.com.
In an exclusive interview with the CIO Magazine, Stefan shares his insights on the transformative role of AI in education, the future of product management, and the guiding principles that fuel his success.
You’ve had an impressive career journey from leading product management at Google to advising innovative startups like bizExaminer. What inspired your initial foray into the tech world, and how has your role evolved over the years?
My journey into tech started early – at 14, I received my first electronics science kit and completed all exercises within a week. By 16, I was building computers from scratch and teaching myself QuickBasic. This natural curiosity led me to pursue technical studies,
including two Masters degrees in Computer Science with a management focus. My career began at Goldman Sachs as a software developer, where I worked on applications for trading in complex reinsurance markets. This experience taught me how to leverage IT and data analysis to build excellent products supporting valuable business outcomes. The transition to Product Management at Google felt natural – it combined my technical background with my passion for solving complex problems. Over the years, my role has evolved from leading Google's marketing
performance measurement products to now focusing on developer education, where I can directly impact how technology professionals learn and grow.
As an angel investor and mentor, what qualities or attributes do you look for in startups and entrepreneurs? Could you share a memorable experience from mentoring the bizExaminer team? Trust is the fundamental quality I look for in startups and entrepreneurs. All my investments
and advisory roles are with people I know extremely well. Beyond trust, I look for a visible drive – when you're around these entrepreneurs, you should feel their energy and dedication. I also value experience and humility over pure performance. A memorable experience with bizExaminer was during a crucial client meeting. Their CEO, Bernhard, whom I've known since college, demonstrated incredible calm competence and experience in the digital assessment space. His ability to ground everyone with his 15+ years of experience completely
AT GOOGLE, I'M SEEING HOW AI CAN
TRANSFORM DEVELOPER EDUCATION BY DELIVERING BITE-SIZED LEARNING CONTENT EXACTLY WHEN NEEDED, RIGHT WHERE DEVELOPERS ARE WORKING
LOOKING AHEAD, I BELIEVE PMS WILL BE ABLE TO FOCUS MORE ON DEEPLY UNDERSTANDING PROBLEMS WHILE AI HELPS CONNECT THE DOTS BETWEEN VARIOUS OUTPUTS
changed the meeting's tone and showed how powerful deep domain knowledge can be when combined with humility.
With your involvement in the Ed-Tech space, how do you see enterprise software shaping the future of education? What innovations excite you the most in this domain? The impact of generative AI on enterprise educational software is particularly exciting. For
the first time, we can realistically achieve hyperpersonalized learning experiences at scale. At Google, I'm seeing how AI can transform developer education by delivering bite-sized learning content exactly when needed, right where developers are working. The technology also opens up possibilities for understanding users' skill levels across various competencies more accurately. This combination of AI-driven personalization and precise skill assessment could revolutionize how organizations approach
employee development. However, it's crucial to implement these innovations safely and compliantly, incorporating proven testing and assessment principles to ensure this technology truly serves learning outcomes.
Your expertise spans public speaking, optimization, and training for sales and services. How do you ensure alignment between product goals and organizational needs in such dynamic roles?
My approach to alignment comes from my dual expertise in marketing analytics and educational technology. In marketing analytics at Google, I combined my academic background in statistics and technology with commercial behavior understanding to help advertisers reach customers effectively. In EdTech, I'm motivated by education's power as a force for social mobility. The key to alignment is staying focused on measurable business impact while maintaining the integrity of educational outcomes. This means constantly evaluating how our products can deliver immediate value while supporting long-term learning goals. Whether working with sales teams or developing training programs, I ensure all stakeholders understand both the business metrics and educational objectives we're targeting.
emerging
trends do you believe will significantly impact product management and user research in the next decade?
The AI revolution is clearly the most significant trend impacting product management and user research. We're already seeing how generative
UNDERSTANDING THE FOUNDATIONAL PRINCIPLES OF YOUR PRODUCT IS CRUCIAL FOR SENIOR PMS AND CAN'T BE OUTSOURCED TO OTHER FUNCTIONS
AI can streamline tasks like summarizing findings and developing ideas. Looking ahead, I believe PMs will be able to focus more on deeply understanding problems while AI helps connect the dots between various outputs. I'm particularly excited about natural language access to coding tools, which allows PMs to quickly create prototypes and evaluate ideas. The ability to derive insights directly from usage data through AI will also transform how we conduct research, potentially making it faster while maintaining high quality through approaches like synthetic data generation.
Throughout your journey, what has been your guiding philosophy or mantra, and how do you stay motivated to pursue excellence across such diverse roles?
My guiding mantra is to be "relentlessly passionate about the problem you're trying to solve, and relentlessly flexible on the solution." This captures the essence of product management – we can't fall in love with solutions but must stay committed to solving user problems. I also strongly believe in Jeff Bezos's approach to decisionmaking, distinguishing between easily reversible decisions and those with high change costs. This framework helps navigate ambiguity effectively. Finally, I'm a strong advocate for first principles thinking. Understanding the foundational principles of your product is crucial for senior PMs and can't be outsourced to other functions. This approach helps maintain clarity and enables effective diagnosis when things don't go as planned.
Josh Emerson, Executive Search - Digital, Technology & Transformation at Eton Bridge Partners Ltd
Josh Emerson specialises in senior-level recruitment within transformation and digital & technology, supporting organisations with their leadership hires. He has spent several years recruiting Digital and Technology Leaders across a broad spectrum of industries that span FTSE100, FTSE250, SAAS, Private Equity, and Venture Capital-backed organisations, and has earnt a solid and reliable reputation with his network in this space. Josh particularly enjoys understanding the challenges that businesses face and working closely with his network to support those businesses in achieving their strategic goals.
Gavita Phull, Partner - CFO & Finance Practice at Eton Bridge Partners Ltd
Gavita specialises in identifying exceptional senior finance hires including board-level CFOs. Her approach is supported by the strong relationships she has built with both clients and candidates. She has over ten years of recruitment experience, focused on permanent senior finance recruitment to blue-chip organisations across the UK. After graduating from Royal Holloway, University of London, Gavita joined a large international recruitment firm and achieved considerable success across the telecoms, technology, energy, and utilities sector.
As artificial intelligence (AI) continues to transform many aspects of our corporate and personal lives, how is the C-suite responding? The pressure to capitalise on AI’s potential is intense, but so too is the need to be fully cognisant of the risks and return. The CTO (Chief Technology Officer) and CFO (Chief Financial Officer) are in the eye of the storm, balancing the expectations of the Board and other stakeholders with the reality of what AI can do and what it will cost.
Technology and finance leaders are primarily seeing AI deployment in the automation of systems and reporting, especially within finance, or in Large Language Models (LLMs) – generative AI that focuses on creating humanlike text. In one case discussed at the roundtable, AI is being rolled out to enhance, rather than replace, existing human customer service operations. The AI tool searches multiple internal systems to enable employees to provide
APPROXIMATELY ONE IN SIX UK ORGANISATIONS HAVE EMBRACED AT LEAST
ONE AI TECHNOLOGY ACCORDING TO FORBES ADVISOR
rapid and informed answers to customers. One particular leader who was involved in the discussion explained how their organisation is using a LLM to identify more accurately what customers want, leading to an increase in customer purchases.
This is an example of AI as ‘co-pilot’ rather than pilot and is a relatively low-risk approach, both in terms of privacy concerns and the political and social implications of replacing human roles in their entirety. But as generative AI becomes more powerful and widespread in its application, the human/ AI power dynamic will undoubtedly shift.
In another example, we discussed a pilot project within the financial services sector that gave AI tools to a small number of employees. This pilot group saw a 20% uplift in efficiency: effectively giving back one day a week in terms of working hours. This raises the interesting question of what to do with that extra time –give people more work, or use AI as a tool for wellbeing and give employees more time off?
One thing that is striking about these real-life examples is that they are relatively small-scale and incremental in their impact. This measured approach also shows up in government statistics.
Approximately one in six UK organisations have embraced at least one AI technology according to Forbes Advisor. That means that the vast majority (over 80%) of UK companies have not yet implemented any AI, although the take-up rate is higher among larger companies at just over two-thirds. This relatively slow rollout might seem at odds with the column inches that AI generates, so why does the realworld picture perhaps not chime with the hype?
It was clear that a lack of clarity around return on investment (ROI) from AI is a real issue – how do you measure it and how do you evidence it? This challenge is complicated by the fact that in order to use AI effectively, there are significant investment requirements –both in terms of putting ‘guardrails’ in place to mitigate against privacy and security risks, and also in terms of fixing current tools, systems and data – so that the AI can run on top of it. You are, in effect, spending the money twice.
Uncertainty around ROI can make it difficult to secure investment and make a compelling case to the Board. Concerns around security, data protection and IP can also dampen enthusiasm, particularly in the use of ‘open AI’, which involves more widespread sharing of data.
An evolving regulatory picture, potential reputational fallout from job losses, and questions around AI’s impact on energy use and sustainability are also paramount. It was mentioned that the Board and other stakeholders have noted that some customers may refuse to sign agreements with organisations that use any AI in their ecosystem.
On the flipside, the excitement surrounding AI has led to a significant fear of missing out (FOMO), prompting many Boards to push for accelerated AI adoption. However, Boards often overlook the substantial investment in both time and money required to achieve this ambition. It’s crucial to educate the Board on these aspects and ensure that AI initiatives are aligned with and support the organisation’s long-term strategy – a goal that both technology and finance leaders agree on.
CEO, Addlly AI
Tina Chopra is the Co-Founder and CEO of Addlly AI, a generative AI startup in Singapore. With nearly two decades of experience in content strategy and creation, she specializes in helping businesses connect with audiences through impactful content. Tina started her career as a business journalist, with stints at Forbes Asia, BBC, and as editor of Wealth Magazine. Before Addlly, she founded Script Consultants, a content marketing agency delivering content marketing projects for clients like Unilever Food Solutions, OCBC Bank, Grab, A*STAR, MPA and others. She holds a Master's in Media Policy from the London School of Economics and Business Sustainability Management Programme from the University of Cambridge.
In this insightful conversation with CIO Magazine, Tina shares her journey from business journalism to entrepreneurship, the unique value proposition of Addlly AI, and her vision for the future of content marketing. With actionable advice for technology leaders and a deep commitment to innovation balanced with responsibility, Tina offers a roadmap for leveraging AI to drive business success in 2025 and beyond.
From business journalism to co-founding
Addlly AI, how has your career evolved, and what inspired you to take the entrepreneurial leap into the AI-driven content marketing space?
I’ve spent over a decade in content creation, starting in business journalism before transitioning to the agency side. Over time, I noticed the growing role of technology and AI across industries, especially in marketing. When ChatGPT emerged, I saw the potential AI had to transform content creation, and I realized there was a unique opportunity to be a part of this shift.
At that time, I saw a gap in the market—there were no tools offering a truly seamless, customized solution for brands to produce content that was both high-quality and aligned with their brand guidelines and values. That’s what inspired me to launch Addlly AI. What started as a personal experiment with AI to streamline my own workflows soon grew into a vision to help businesses scale content creation while staying authentic to their brand. Addlly AI was born out of a desire to make content more efficient, and more effective for businesses in today’s fast-paced digital world.
Addlly AI has already made waves in the content marketing industry. What do you believe sets it apart, and how does it embody your commitment to sustainability and ethical practices?
What sets Addlly AI apart is our zero-prompt content creation platform. Unlike traditional AI tools that require constant prompting and refining, Addlly allows businesses to generate targeted branded content effortlessly in just 1-click. We help brands create content for omni-channel marketing in their own tone and style. To give an analogy, it’s like training a new virtual colleague
AI IS ALREADY RESHAPING CONTENT MARKETING, AND BUSINESSES THAT HAVEN’T EMBRACED IT YET ARE FALLING BEHIND
and this model stays with the company forever and keeps learning along the way. This helps companies to boost productivity and reduces costs significantly.
We were recently awarded Silver at the ASEAN Digital Awards 2025. This recognition affirms that we’re on the right track and reinforces the support we’re receiving from industry. Our platform has strong guardrails
to prevent hallucinations and make sure that a human manager is always in the loop, ensuring that the AI complements and enhances the work of marketing teams. Addlly is designed to help people, streamline workflows, and improve productivity, all while maintaining accuracy and alignment with brand values. This approach not only helps businesses scale but also ensures sustainable and ethical content creation practices.
Your expertise spans content creation, strategy, and sustainability. How do these elements converge in your leadership at Addlly AI, and what’s your approach to balancing innovation with responsibility?
At Addlly AI, we prioritize responsibility alongside innovation. We’ve implemented strong AI guardrails, such as internal fact-checking and content safety protocols, ensuring our AI is reliable and secure. Human involvement remains central to our process, with AI complementing teams rather than replacing them.
We also focus on upskilling and retraining people for the AI-driven future. Through programs like the IMDA Gen AI Sandbox –which was designed to support businesses in exploring AI technologies – we worked with professionals to help them understand and implement the best practices for using AI tools. This initiative provides access to resources and guidance, ensuring that businesses not only innovate but do so in a way that is sustainable. Balancing innovation with responsibility is key to creating technology that benefits both businesses and people.
Having worked with leading brands through Script Consultants and Addlly AI, what is one lesson that has shaped your approach to building long-lasting client relationships?
One key lesson I’ve learned is the importance of listening—really listening—to clients. It’s easy to assume you know what they need, but understanding their challenges and goals on a deeper level allows you to provide solutions that truly add value. At Addlly AI, we prioritize building trust and transparency with our clients.
IN 2025 AND BEYOND, BUSINESSES THAT FAIL TO ADAPT TO THIS NEW REALITY WILL FIND IT INCREASINGLY DIFFICULT TO CATCH
This means being responsive, adaptable, and, most importantly, following through on their unique requirements. Long-lasting relationships aren’t built on transactions— they’re built on mutual respect and a shared vision.
In your view, how is AI reshaping the future of content marketing, and what trends should businesses watch for in 2025 and beyond?
AI is already reshaping content marketing, and businesses that haven’t embraced it yet are falling behind. As AI moves from being
a "nice-to-have" to a core part of business strategy, companies are beginning to provision for it in their business plans and budgets. This shift is driving the rapid adoption of AI tools, enabling enterprises to generate high-quality content quickly and at scale.
The next big trend is agentic workflows— AI systems designed to work alongside humans, autonomously handling complex tasks while enhancing productivity and efficiency. These workflows will change how businesses approach content marketing, creating a steep shift in productivity and enabling teams to focus on more strategic initiatives.
However, with the proliferation of AIgenerated content, the challenge will lie in standing out. This will drive the need for hyperpersonalization, where businesses leverage AI agents to create highly targeted, context-aware content that resonates with diverse audiences. The companies that can harness these advanced capabilities will maintain a competitive edge by fostering deeper customer relationships and delivering more impactful marketing.
In 2025 and beyond, businesses that fail to adapt to this new reality will find it increasingly difficult to catch up. The gap is widening, and now is the time to embrace AI-driven solutions to stay ahead in the fast-evolving content marketing landscape.
On a personal note, what is the one piece of advice or life philosophy that has guided you through challenges and success, and how would you share that with aspiring entrepreneurs?
One piece of advice that has always guided me is to never stop learning. I make it a point to learn at least one new skill each year. In 2024, for example, I took on learning a new language and delved deep into agentic workflows to stay ahead of the AI trends. For aspiring entrepreneurs, I would say: embrace learning as a lifelong habit. This continuous learning mindset has helped me stay adaptable and ready for the fast-paced world of business and technology.
Vice President for IT (CIO) & Chief Digital Officer, Grand Valley State University
Miloš Topić is Vice President for Information Technology and Chief Digital Officer at Grand Valley State University. As vice president, Topić is the senior technology leader for the university and is responsible for the entire IT portfolio ranging from digital capabilities, infrastructure, security and application management across all of Grand Valley's academic and administrative areas.
Topić joined Grand Valley State University in August 2020 after serving as Vice President and Chief Information Officer at Saint Peter's University, where he was responsible for setting the strategic direction and overseeing the day-to-day operations of two divisions, information technology and operations. He has over twenty years of experience in positions of increasing responsibilities focused primarily on technology, innovation, strategy, operations and leadership. His experiences range from startups to Fortune 1000 companies to contributing across multiple public and private universities. Additionally, Miloš is a frequent speaker on leadership, innovation, and building high-performing teams across a wide range of national professional networks and industries. Finally, Miloš has been advising corporate boards and C-suites on business strategy, digital possibilities, and innovation since 2008.
Recently, in an exclusive interview with CIO Magazine, Miloš shared his professional trajectory, insights on authentic leadership, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Miloš. How did you first become interested in technology and what propelled you into it?
Fell into it by accident in a sense. In late 1990’s someone I knew was starting a business and needed someone to help with “tech stuff” and I said, why not, I’ll give it a shot. Furthermore, in high school, when I moved to the US, Computer Science was the only major I somewhat understood, and which had one open slot. As they say, the rest is history.
What do you love the most about your current role?
I enjoy helping people grow, advance and watch them develop into leaders in their own right. Secondly, I enjoy the unpredictable nature of my work and how it has potential to positively impact lives of people across disciplines, organization, and communities.
What skills and expertise do you believe are essential for data professionals to develop in the next 2-3 years?
It’s always important to continue improving one’s people skills first. Ability to lead, speak, present, influence, negotiate and sell are of the utmost importance and are those ever-lasting skills in my opinion. Technical, functional skills change and evolve which is why it is important to learn how to learn, to be open minded and to explore new opportunities with excitement, and courage.
How do you stay current with emerging trends and technologies in data and analytics, such as AI, machine learning, and cloud computing?
Test, fail, learn, and do it all over again. While I have a vast network on remarkable friends
and colleagues, and I attend conferences and events, watch and read about the latest developments, nothing can replace one’s hand on experience.
Is there a particular person you are grateful for who helped get you to where you are?
Oh, there are so many, too many to mention out of fear that I will miss someone. On a personal level, my family has sacrificed a lot to provide me with opportunities and support our journey. From my wife and kids to my parents and many others who help in their way for me to keep exploring what’s next and what’s possible.
What does the term "authentic leadership" mean to you?
As they saying goes: “be yourself, everyone else is already taken.” Be who you are based on your upbringing, your values and beliefs, your experiences, education and bring all of that authentically to exchanges you have with other people. Listen to them, learn from them, share what you know, but don’t change who you are simply to fit in or pretend to be someone you are not. This means that you will encounter opposition, challenges, even treachery along the way, but all of that should serve you as a reminded that there is only one you.
What are some of your passions outside of work? What do you like to do in your time off?
I love spending time with my family, the center of my universe. We also love to travel and are fairly athletic and active family (I’m working my way back into “fighting shape”)
IT’S ALWAYS IMPORTANT TO CONTINUE IMPROVING ONE’S PEOPLE SKILLS
Which technology are you investing in now to prepare for the future?
AI is the obvious answer even though it has its ebbs and flows. We are focused on intelligent automations where possible to speed things up, reduce errors, and free people to do the amazing, creative, and empathetic work they do best.
What is your biggest goal? Where do you see yourself in 5 years from now?
Professionally, I would like to finish my first book this year. I have ideas and have drafted sections of a number of them, and hope to complete my first leadership book in 2025. So many things could happen in 5 years, but I would like to keep helping people lead, grow, improve as I keep on taking on new challenges. I would love to write books, give talks across the world and perhaps even venture into a CEO type of a role. Now is that 5 or more like 10 years away, time will tell.
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?
Invest time to understand who you are, what you are great at and what does the market need. Then go all in. Be courageous, take risks and figure out what keeps your boss up at night – solve that! Furthermore, get as close as you can to the major transformational strategic initiatives and provide value. Go above and beyond your current job description and you will see how your name begins to ring across hallways of your organization.
Karl Klausewitz is a seasoned professional with a diverse background spanning education, technology, and entrepreneurship. Born and raised in West Virginia, he developed a strong foundation in coaching through active participation in sports and a passion for mentoring others. After completing his English Literature degree at UMass Amherst, Karl honed his coaching skills in various roles, including fundraising for numerous non-profit organizations. He further refined his expertise in the IT sector, where he gained valuable experience training and supporting colleagues in a healthcare setting. Leveraging his technical acumen and a keen interest in internet marketing, Karl transitioned to full-time coaching. Through his company, Success Marketing, he empowers individuals to achieve their goals. His expertise is reflected in forthcoming publications and comprehensive training materials.
As artificial intelligence continues to transform industries and redefine the future of work, one truth stands out: human experience remains at the heart of meaningful innovation. My journey—from teenage coach to CEO, marketer, and advocate for human rights—has shown me that while AI is powerful, it is our creativity, empathy, and lived experience that drive its real impact.
Helping others through leadership was a part of my life from an early age. My father, a computer science professor, introduced me to technology and its possibilities. This foundation inspired me to step into an early leadership role in healthcare IT, where I learned to navigate complex systems and build solutions that met real human needs.
My passion for coaching also began in my teens. Initially, I coached in sports, but it quickly extended to other areas, including work environments. This fueled a lifelong commitment to studying human behavior, personal development, and the art of problem-solving.
After college I ventured into marketing, driven by a desire for independence. I knew I was never going to do what I wanted working for someone else, so I immersed myself in the writing of legendary marketers and embarked on a series of online business ventures— many of which failed. These failures, however, were critical learning experiences, teaching me resilience, innovation, and the importance of aligning business goals with personal values.
Eventually, I founded my own company, blending my love of coaching and marketing to create something greater than myself. My focus was not on self-promotion but on building a community that prioritized others, championed human rights, and fostered connection. This led to opportunities to serve on the boards of various organizations and ultimately become a Chief Marketing Officer, a role that continues to deepen my commitment to ethical leadership.
My perspective as a leader and marketer has been shaped by a rich blend of experiences. Growing up in an academic household instilled in me a love for learning, curiosity about the world, and an appreciation for discipline. My career has been marked by challenges that taught me the value of persistence, including several near-death experiences that reshaped my priorities and fortified my drive to make a meaningful impact.
Decades of coaching and personal development study have allowed me to refine an approach that emphasizes empathy, diversity, and resilience. These principles guide everything I do, from marketing strategies to team leadership.
As marketing evolves, several trends are reshaping the landscape, and CIOs must adapt to stay ahead:
Marketing: While AI can produce vast amounts of content, consumers are increasingly seeking authentic, inperson experiences that foster genuine emotional connections.
WHILE AI CAN PRODUCE VAST AMOUNTS OF CONTENT, CONSUMERS ARE INCREASINGLY SEEKING AUTHENTIC, IN-PERSON EXPERIENCES THAT FOSTER GENUINE EMOTIONAL CONNECTIONS
Streamlining Information Overload: In a world inundated with digital content, consumers crave clarity and direction, seeking brands that prioritize what truly matters to them.
Personalization Meets Privacy: While AI enables hyper-personalized experiences, ethical considerations around data privacy are becoming increasingly critical. Consumers want greater control over their information, and businesses that respect this will earn long-term trust.
Power of Diversity in Collaboration and Innovation
Embracing diversity is not only a moral imperative but also a business advantage. Diverse teams bring unique perspectives that lead to more creative problem-solving, better decision-making, and innovative solutions. Organizations that fail to foster inclusivity risk falling behind both competitively and culturally. To build collaboration and respect, leaders must actively seek out and value diverse voices, creating an environment where everyone can thrive.
Overcoming Challenges as a Marketing Leader
The marketing industry is constantly evolving, presenting challenges such as shifting consumer behavior, intensifying competition, and the pressure to prove ROI. To overcome these obstacles, innovation is essential:
AI-Powered Personalization: Leveraging advanced data analytics for predictive insights and tailored customer experiences.
Exploring Emerging Technologies: Platforms like the metaverse offer untapped opportunities for immersive and engaging brand experiences.
Encouraging teams to test, learn, and adapt ensures agility in responding to rapidly changing market dynamics.
By embracing these strategies, leaders can enhance customer engagement, optimize resource allocation, and stay ahead in an increasingly competitive landscape.
Marketing in the post information age is poised for dramatic transformation in the next five years. AI will play a pivotal role in automating tasks, generating creative content, and delivering hyper-personalized customer experiences. Immersive technologies like the metaverse will create new possibilities for brands to connect with audiences in meaningful ways. At the same time, consumers will demand greater control over their data, making ethics and transparency non-negotiable.
This year, I am focusing on a new initiative to build a community specifically for coaches. My goal is to help aspiring coaches navigate all aspects of launching their careers—from mastering AI-driven strategies and data ethics
to integrating human-centered approaches into their work. Coach training companies have a unique opportunity to prepare professionals for this rapidly evolving landscape by equipping them with the tools and knowledge they need to thrive.
As a leader, staying motivated comes down to maintaining both mental and physical wellbeing. For me, working out and reading are essential habits that fuel my creativity and drive. I’ve come to realize that traditional work-life balance isn’t always realistic. Instead, I focus on finding joy in each day and prioritizing my own needs. A leader who takes care of themselves is better equipped to inspire and empower others.
In this era of rapid change, it’s the human element—creativity, empathy, and lived experience—that will continue to set leaders apart. By focusing on these qualities, we can navigate the complexities of AI and innovation while building meaningful, lasting connections. That is the future I’m committed to shaping.
