Digital First Magazine – August 2024 – Most Futuristic Company to Watch in 2024
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MOST FUTURISTIC TO WATCH IN 2024
FEATURING INSIDE
Akina Ho Co-Founder, AllStarsWomen DAO
Elisha Tropper Founder and CEO, JAG Capital Holdings
FEATURING INSIDE
Grant Ecker Founder and Chairman of the Board, Chief Architect Forum
Kate Carter, AI 2030 Global Fellow, AI 2030 · Internship, Co-Founder, HEKa Creative Labs
Michael Fulton CIO, Vernovis
Shamane Tan Chief Growth Officer, Sekuro
GROUP VICE PRESIDENT OF DIGITAL, THALES AND AUTHOR OF ARTIFICIAL INTEGRITY (WILEY)
INTEGRATING TECHNOLOGY & HUMAN VALUES FOR A SUSTAINABLE FUTURE
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Bridging the Gap: Technology with a Human Touch
It all started with a simple question: “How do we build a company that not only thrives today but leads tomorrow?” The answer, as it turns out, isn’t just about having the latest technology or the smartest algorithms. It’s about something deeper, something that resonates with us on a human level.
Imagine walking into a company where the latest AI innovations are seamlessly integrated into everyday operations. Yet, what truly stands out is how every interaction, every decision, is infused with a genuine respect
for people—employees, customers, and the broader community. This isn’t just a vision; it’s the future we’re seeing unfold before us. Companies that strike this balance between cutting-edge technology and human-centric values are the ones set to lead the charge.
In a world that’s constantly chasing the next big thing, it’s easy to get lost in the race for innovation. But the real winners will be those who remember that technology should serve people, not the other way around. How do we ensure that the AI we develop is as empathetic as it is efficient? How do we build systems that not only solve problems but do so with integrity and inclusivity? These are the questions that truly matter.
As you dive into this latest issue of Digital First Magazine, we invite you to explore stories of leaders who are not just keeping up with change but are shaping it with purpose. On our cover, we proudly feature Hamilton Mann, a Tech Executive, Digital and AI for Good Pioneer. His work exemplifies the power of integrating technology with human values, setting new benchmarks in how we think about innovation and its impact on society.
So, as you read through these pages, ask yourself: What kind of future are we building? And more importantly, how can we build it together—with both technology and humanity in mind?
Enjoy Reading!
GROUP VICE PRESIDENT OF DIGITAL, THALES AND AUTHOR OF ARTIFICIAL INTEGRITY (WILEY)
INTEGRATING TECHNOLOGY & HUMAN VALUES FOR A SUSTAINABLE FUTURE
Georgi Mihaylov, Deputy Chief Executive Officer, EGT Digital
iGaming Tech Experts Empowering Operators and Enhancing Player Experiences Worldwide
IN MY VIEW
Empowering Women in Architecture to Thrive & Contribute with Impact
Grant Ecker, Founder and Chairman of the Board, Chief Architect Forum
The Rise of Mechatronics: Powering Modern Manufacturing with Digital Tools and Skills
Elisha Tropper, Founder and CEO, JAG Capital Holdings
LEADER’S INSIGHTS
Driving Digital Transformations & Elevating IT Operating Models to Deliver Now & in the Future
Michael Fulton, CIO, Vernovis
Empowering Women from Diverse Backgrounds & Regions Worldwide to Harness the Power of AI
Kate Carter, AI 2030 Global Fellow, AI 2030 · Internship & Co-Founder, HEKa Creative Labs
Empowering Entrepreneurs to Succeed and Make a Positive Impact in the Web3 & GenAI Space
Akina Ho, Co-Founder, AllStarsWomen DAO
Driving Strategic Growth & Innovation in Cybersecurity
Shamane Tan, Chief Growth Officer, Sekuro
COVER STORY
GROUP VICE PRESIDENT OF DIGITAL, THALES AND AUTHOR OF ARTIFICIAL INTEGRITY (WILEY)
INTEGRATING TECHNOLOGY & HUMAN VALUES FOR A SUSTAINABLE FUTURE
Hamilton Mann is a Tech Executive, Digital and AI for Good Pioneer, Keynote Speaker, and the originator of the concept of Artificial Integrity. He serves as Group Vice President at Thales, where he co-leads the AI initiative and digital transformation while also overseeing global digital marketing activities. He also serves as a Senior Lecturer at INSEAD and HEC Paris as well as a mentor at the MIT Priscilla King Gray (PKG) Center. He is a doctoral researcher in AI at École Nationale des Ponts et Chaussées - Institut Polytechnique de Paris. He writes regularly for Forbes as an AI columnist and has published articles about AI and its technological and societal implications in prominent academic, business, and policy outlets such as Stanford Social Innovation Review (SSIR), Knowledge@ Wharton, Leader to Leader (Wiley), Dialogue Duke Corporate Education, INSEAD Knowledge, the Harvard Business Review France and the European Business Review. He hosts The Hamilton Mann Conversation, a podcast on Digital and AI for Good, ranked in the Top 10 for technology thought leadership by Technology Magazine. He was inducted into the Thinkers50 Radar as one of the 30 most prominent rising business thinkers globally. He’s the author of Artificial Integrity (Wiley, 2024).
Recently, in an exclusive interview with Digital First Magazine, Hamilton shared his professional trajectory, insights on how he stays updated on emerging technologies and trends, the secret mantra behind his success, personal hobbies and interests, future plans, and much more. The following excerpts are taken from the interview.
Hi Hamilton. Please tell us about your career path. What experiences have brought you here?
Thank you for having me. My career journey has been fulfilling one so far, shaped by a passion for technology and a commitment to leveraging it for the greater good.
I currently serve as the Group Vice President of Digital Marketing and Digital Transformation at Thales, a global leader in Aerospace, Space, Cybersecurity, and Defence.
Thales is renowned for its investments in digital and “deep tech” innovations, including artificial intelligence, big data, connectivity, cybersecurity, and quantum technologies. My role involves leading group-wide digital and AI initiatives, which align with Thales’ purpose and enhance our business operations. These transformational achievements have been recognized and featured on platforms such
as the MIT Blog and as a case study by IMD Business School.
Prior to joining Thales, I was Director at Capgemini Invent working on Strategy and Digital Transformation assignments for CAC 40 and Fortune 500 companies.
Previously, I co-founded, Mann & Miller, enjoying an entrepreneur experience delivering global marketing strategy for top-ranking luxury companies.
As part of the experience that brought me here, beyond my various roles in large companies, there is also my passion for authorship.
I am writing regularly for Forbes and contributing articles about AI and its societal implications to prestigious academic and business outlets like the Stanford Social Innovation Review (SSIR), Knowledge@ Wharton, Dialogue Duke Corporate Education, INSEAD Knowledge, INSEAD TECH TALK
MY JOURNEY, MARKED BY CONTINUOUS LEARNING AND COLLABORATION, HAS BROUGHT ME TO WHERE I AM TODAY, DRIVEN BY A VISION OF INTEGRATING TECHNOLOGY AND HUMAN VALUES FOR A BETTER FUTURE
X, I by IMD, the Harvard Business Review France and the European Business Review.
I’ve had the privilege of contributing to the book “Driving Sustainable Innovation” (Brightline Project Management Institute and Thinkers50, 2024) alongside other Thinkers50 thought leaders, like Terence Mauri, Richard Straub, Mark Esposito, and many others. I am also a co-author, along with a collective of Thinkers50 members, of the upcoming book “Human Touch” (Thinkers50, Wiley), scheduled for release in November. And my book, “Artificial Integrity,” (Wiley) currently available for pre-order on Amazon, is set to be released at the end of October.
Also, among the experiences that have brought me here, there is my passion for the transmission of knowledge.
I have always been a firm believer in the importance of a growth mindset.
In addition to my writing, I host “The Hamilton Mann Conversation,” a podcast dedicated to democratizing knowledge about how digital technology, including AI, can be harnessed for societal good.
I share my expertise as a Senior Lecturer at INSEAD, HEC Paris, and EDHEC Business School, and as a Mentor at the MIT Priscilla King Gray (PKG) Center. Furthermore, I serve as the President of the Digital Transformation Club of the INSEAD Alumni Association France.
I am also conducting doctoral research at l’Ecole des Ponts et Chaussées on how AI can be designed not just for intelligent task completion but to uphold human values through frameworks and mechanisms that artificially guide integrity in its outcomes.
My journey, marked by continuous learning and collaboration, has brought me to where
I am today, driven by a vision of integrating technology and human values for a better future.
What do you love the most about your current roles?
What I love the most about my role in Thales is the unique opportunity to lead digital and AI initiatives that have a profound impact on both our organization and society at large. At Thales, I’m at the forefront of technological innovation, working with cutting-edge technologies like artificial intelligence, big data, cybersecurity, and quantum technologies.
This position allows me to not only drive digital transformation within a global leader in Aerospace, Space, Cybersecurity, and Defense but also to influence how these advancements can be used to create a safer, more inclusive, and sustainable world. Also, one of the most rewarding aspects is the ability to blend strategic vision with practical implementation. I enjoy the challenge of aligning our digital strategies with Thales’ overarching purpose and business goals, ensuring that our innovations are not only technologically advanced but also ethically sound and socially responsible.
Furthermore, my role provides a platform to collaborate with an incredibly talented and diverse team. The collective expertise and passion of my colleagues inspire me daily, and together, we push the boundaries of what technology can achieve.
This collaborative spirit extends beyond Thales, as I engage with thought leaders, academics, and industry experts through various initiatives, including my role as a podcast host of “The Hamilton Mann Conversation.”
Lastly, I cherish continuous learning and personal growth, whether it’s through my other
roles, conducting doctoral research, writing articles, or teaching at esteemed institutions like INSEAD, HEC Paris, and EDHEC Business School. I am constantly evolving and gaining new insights.
This relentless pursuit of knowledge fuels my passion for driving positive change and reinforces my commitment to leveraging digital technology for the greater good.
In essence, what I love most about my current roles is the perfect blend of innovation, impact, collaboration, and continuous learning. It’s a dynamic and fulfilling journey that allows me to contribute to a better future, both within Thales and in the broader technological landscape.
I EMPLOY A MULTIFACETED APPROACH TO ENSURE I AM ALWAYS UPTO-DATE AND CAN IDENTIFY TECHNOLOGIES WITH THE GREATEST POTENTIAL FOR DRIVING POSITIVE CHANGE IN SOCIETY
How do you stay informed about emerging technologies and trends, and how do you determine which ones have the greatest potential to drive positive change in the social sector?
I employ a multifaceted approach to ensure I am always up-to-date and can identify technologies with the greatest potential for driving positive change in society.
Firstly, I actively engage with a wide network of industry experts, thought leaders, and academics through conferences, webinars, and forums.
Being part of communities like Thinkers50 and participating in events organized by institutions such as the World Economic Forum, the Global Peter Drucker Forum, the Web Summit, the MIT Platform Strategy Summit and others, provides me with invaluable insights into the latest developments and future directions in technology.
Secondly, I dedicate time to continuous learning by reading extensively. I regularly peruse academic journals, industry reports,
and thought leadership articles. This helps me stay abreast of the latest research and innovative practices.
Thirdly, as a host of “The Hamilton Mann Conversation” podcast, I engage in dialogues with pioneers in the field of digital transformation and artificial intelligence. These conversations often reveal emerging trends and real-world applications that might not yet be widely recognized.
In determining which technologies have the greatest potential to drive positive change in society, it is essential to first acknowledge that technology, even when created with the best intentions for the greater good, is not inherently immune from producing adverse effects in society. Technology itself is not inherently sustainable or positive. A comprehensive understanding of ‘Digital for Good’ starts by thinking against oneself, especially as a technologist, with the acknowledgment of some critical paradoxes, paving the way for a more mindful and responsible approach to technological development in society. It is about acknowledging the current and long-term impact of paradoxes posed by technology to address its unsustainable nature or implications for the well-being of society.
It implies to harness its benefits responsibly while maintaining a balanced and nuanced perspective about the potential negative externalities that might arise from its advancement.
As we harness the power of digital technology, it is our collective responsibility to ensure that it serves not only as a tool for innovation and efficiency but also as a catalyst for a more sustainable, equitable, and ethical future benefiting humanity.
Please tell us about your podcast, ‘The Hamilton Mann Conversation’ and its mission.
We are in the era of advanced technological intelligence that represent new opportunities while changing our relationship with the world: our way of being, working, having fun, making decisions, creating, producing, educating, forming society—in short, our way of life.
The rapid advancements of AI in areas such as robotics, the Internet of Things (IoT), autonomous vehicles, additive manufacturing (3D printing), nanotechnology, biotechnology, energy storage, quantum computing, deep tech, and others further expand the scope of this potential.
Many questions remain open and there is still much to explore.
AI, for example, offers major advances in healthcare and solving complex problems, but how far are we willing to go in delegating our decisions to machines?
Robots, which can enhance our productivity and take on dangerous tasks, also raise the crucial question of the future of employment and human skills. With the IoT, our daily lives become more connected and convenient, but at what cost to our privacy and security?
Autonomous vehicles promise safer and more efficient mobility, but who will be responsible in the event of an accident involving these autonomous technologies?
In the field of additive manufacturing, the possibilities and benefits in production and logistics are undeniable, but what about the dilemmas surrounding intellectual property and environmental impact?
Nanotechnology and biotechnology open incredible avenues for disease treatment and
modifying living organisms, but where do we draw the red line in human genome modification?
Energy storage and quantum computing could solve large-scale global problems, but what will be the impacts on current geopolitical and economic balances?
These questions, among many others, raise fundamental aspects about the role and responsibility of humans in a world shaped by increasingly advanced intelligent technologies. The development of machine intelligence requires anticipating the conditions for their autonomy, protecting digital identities, redefining work, and many other elements.
How can we, as a society, make informed choices to guide this (r) evolution, ensuring that the benefits of these technologies are shared equitably and that their development is guided by principles of integrity?
To attempt to answer the many complex questions posed by the advancement of digital intelligence technologies and the transformations they
underpin, there is not one but many experts, each bringing knowledge that only collective intelligence can fully exploit.
It is with this premise that I launched the ‘Digital for Good’ conversations in 2021 with the idea of creating a platform for diverse perspectives—from academics, corporate leaders, entrepreneurs, consultants, association leaders, and international and public institutions—on as many opportunities as challenges brought by technological intelligence. The goal is to understand and learn how technologies can help build a better future for society.
By bringing together leaders who play a crucial role in the design and integration of these new technologies into society, from various sectors, to discuss the economic, social, and societal implications of these technologies, the idea is to promote the democratization of access to knowledge and experience of these technologies, in service of society’s well-being.
Among many others, guests have included academic figures such as Didier Bonnet (IMD), Tom Davenport (Babson College/Oxford), David
THE DEVELOPMENT OF MACHINE INTELLIGENCE REQUIRES ANTICIPATING THE CONDITIONS FOR THEIR AUTONOMY, PROTECTING DIGITAL IDENTITIES, REDEFINING WORK, AND MANY
OTHER ELEMENTS
Edelman (Harvard Business School), Renée Richardson Gosline (MIT Sloan), Geoff Parker (Dartmouth College), Warren Powell (Princeton), Sam Ransbotham (Boston College), Marshall Van Alstyne (Boston University), Kevin Werbach (Wharton), and George Westerman (MIT Sloan). These exchanges, which also highlight concrete examples of ‘Digital for Good’, aim to help decision-makers and leaders consider action paths that take into account both the opportunities and risks associated with these technologies.
Ultimately, these ‘conversations’ are a collective step toward a future where advanced technological intelligence is used responsibly.
The enhancement of our intelligence by that of the machine will always, and increasingly in the future, be confronted with the existential question of the human cause we assign to this intelligence to serve.
This year, you were inducted into the Thinkers50 radar as one of the 30 most prominent rising business thinkers in the world for pioneering “Digital for Good”. You were also recognized as one of the Most Influential People of African Descent (MIPAD) in the “Global Top 100 Futurists and Innovators” Class of 2024 alongside distinguished individuals like Dr. Joy Buolamwini and Will.I.am, among numerous prolific awards & recognitions over the years. Our readers would love to know the secret mantra behind your success. I believe that the recognitions and other accolades I have had the honor to receive primarily underscore the importance of the Digital for Good approach.
So I humbly take these acknowledgments as a representative, among many others, who work daily to ensure that technology serves positive advancements for society.
What I find most important is that it reflects a growing awareness of the potential impact of advanced technologies, not only in the science of management for the business world but also in the non-profit sector and, more broadly, on society as a whole. These recognitions also highlight a global trend towards a deeper
appreciation of technological intelligence as a tool for social, economic, and sustainable progress.
Like cholesterol, which has both ‘good’ and ‘bad’ forms, technologies also have positive and negative aspects. It is therefore essential to ensure that the benefits they bring do not come at the cost of destabilizing important aspects of our society and environment.
Take the example of virtual and augmented reality. These technologies offer revolutionary possibilities in education and training, enabling immersive and interactive learning experiences. However, they also raise questions about the effects of prolonged immersion in virtual worlds on mental and social health and the distinction between real and virtual.
Another example is Smart Cities. They use data and technological intelligence to optimize urban services, improve quality of life, and reduce the environmental footprint. However, data collection poses significant challenges regarding privacy rights and individual freedoms. It is thus imperative to find a balance between the advantages offered by the development of smart cities and the protection of citizens’ rights.
Finally, the example of platforms with intelligent recommendation systems also presents a dilemma: these systems use complex algorithms to analyze usage behaviors based on past experiences and preferences. Ultimately, these recommendations can help users discover products they like, but they can also create “filter bubbles” where users are mainly exposed to products or information that reinforce their existing preferences or opinions, potentially limiting exposure to a diversity of choices and subtly influencing decisions to the point of compromising their free will.
It is essential to address these challenges by developing technological intelligence grounded in and guided by ‘Artificial Integrity,’ a concept that I explore in my upcoming book to be published in October.
If you could have a one-hour meeting with someone famous who is alive or dead, who would it be and why?
Warren Buffett once said, ‘In looking for people to hire, look for three qualities: integrity, intelligence, and energy. And if they don’t have the first, the other two will kill you.’
This wisdom begs the question: as we begin to ‘hire’ powerful intelligent machines to perform tasks traditionally done by humans, how do we ensure they possess something akin to what we call integrity?
So if I could have a one-hour meeting with someone famous, I would choose Alan Turing. Turing’s groundbreaking work in computing and artificial intelligence laid the foundation for much of the technology we use today. His insights into the nature of intelligence and his pioneering efforts in developing early computers and cryptographic methods during World War II were transformative.
I would be eager to discuss with him his thoughts on how his early theories have evolved and how he would view the advancements in artificial intelligence and computing in the modern world. In particular, I would be interested in exploring his views on Artificial Integrity, a concept I am developing which focuses on guiding AI to not just perform tasks efficiently but also to uphold human values standards to deliver integrity-led outcomes.
I would want to understand how he would approach the challenge of ensuring that AI
AUTHENTIC LEADERSHIP, TO ME, IS DEFINED BY A COMMITMENT TO PERSONAL INTEGRITY AND A STEADFAST ADHERENCE TO ONE’S VALUES, BELIEFS, AND PRINCIPLES, EVEN AMIDST EXTERNAL PRESSURES OR SHIFTING CIRCUMSTANCES
systems are designed Integrity over Intelligence to address dilemmas we face today, such as bias, privacy, and accountability.
His perspective on integrating these principles into AI development would offer profound insights into how we can build technology that truly serves the common good. This approach would not only honor the foundational ideas of intelligence that he helped shape but also ensure that AI is developed with a strong commitment to integrity standards, rather than simply pursuing intelligence for its own sake.
What does the term “authentic leadership” mean to you?
Authentic leadership, to me, is defined by a commitment to personal integrity and a steadfast adherence to one’s values, beliefs, and principles, even amidst external pressures or shifting circumstances.
This form of leadership encompasses a profound self-awareness, including a clear understanding of one’s strengths, weaknesses, and values. It involves continuous reflection on one’s actions and decisions, with a focus on personal growth and alignment with core principles.
Authentic leaders also prioritize transparency, fostering trust and credibility with teams and stakeholders, and creating an environment where individuals feel valued and understood.
They remain unwavering in their values, resisting the temptation to compromise for short-term gains, and consistently uphold ethical practices and integrity.
A genuine concern for others’ well-being and development is I think also central to authentic leadership.
It is about facing challenges with a strong sense of purpose and resilience, maintaining their integrity even under adversity, and inspiring others through their example.
It is about being guided by a clear vision that aligns with both personal values and the greater good.
It’s not about wielding personal power but about inspiring and guiding others toward shared goals and positive outcomes.
These traits are particularly crucial when developing AI for Artificial Integrity.
What are some of your passions outside of work? What do you like to do in your time off?
One of my greatest passions is exploring the intersection of technology and the arts. I enjoy attending art exhibitions, performances, and exploring how technological advancements can reflect and influence new creative expression.
For example, I have a particular admiration for the artwork of Sougwen 愫君 Chung. Chung is the founder and artistic director of SCILICET, a studio dedicated to exploring collaboration between humans and machines. She is recognized as a pioneer in the field of human-machine collaboration, examining the interplay between hand-made and machinemade marks to better understand the dynamics between humans and systems.
I also admire the talent of Merritt Moore, a physicist and ballet dancer who blends science and art using robots and dance. She is exploring the future of AI and machine learning, specifically with dance, and welcomes all forms of collaboration that fuse dance, physics, and technology. She emphasizes that arts and sciences should not be mutually exclusive.
Another artist I appreciate in this field is Refik Anadol. Anadol’s innovative approach leverages data and AI as primary elements, transforming
them into dynamic visualizations that challenge our perceptions of architecture and the human form in motion. Through site-specific AI data sculptures, live audio-visual performances, and immersive installations, Anadol not only alters how we interact with the physical world but also deepens our understanding of its temporal and spatial dimensions.
I am also an avid reader and enjoy diving into books on a wide range of topics, from philosophy to history. Reading not only expands my knowledge but also offers new perspectives and insights that I can apply to both my personal and professional life.
I am passionate about mentoring and engaging with young professionals and students. I find it incredibly rewarding to share my experiences and support the next generation as they navigate their own career paths.
And I must also say that I am the biggest fan of my son Alexandre Mann’s work. I’ve often been asked: it’s one of his paintings that is in my background during each session of The Hamilton Mann Conversation.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to contribute meaningfully to the development of AI, which I prefer to call technological intelligence, so that it can embody artificial integrity and better serve the greater good.
Ultimately, I hope to help create a future where technology not only advances human capabilities but also upholds the highest standards of responsibility, contributing to a more equitable and sustainable world.
I look forward to seeing as many of you as possible on this journey—so see you at work!
EGT Digital iGaming Tech Experts Empowering Operators and Enhancing Player Experiences Worldwide
EGT Digital is a rapidly emerging player in the digital gaming industry, offering a comprehensive range of gaming solutions. From instant and casino games to their innovative “all-in-one” betting platform, X-Nave, the company equips operators with the technology they need to thrive in the competitive online business landscape.
Founded just a few years ago, EGT Digital has quickly made its mark, becoming a preferred partner for iGaming providers. Their products are now present in over 50 markets worldwide, with that number steadily growing.
Leveraging the extensive experience and strong reputation of Euro Games Technology (EGT), the company is committed to delivering high-quality iGaming products, enriching its diverse and ever-evolving offerings for the gaming industry.
Covering all online gaming verticals— Sportsbook, Casino, Lottery games, Payment gateway, and Omnichannel solutions—EGT Digital is dedicated to expanding its offerings. By incorporating EGT’s industry expertise and proven game mechanics, they ensure a seamless and engaging user experience.
Georgi Mihaylov, Deputy Chief Executive Officer, EGT Digital
The company’s headquarters in Bulgaria plays a vital role in its operations. “Being based in Bulgaria gives us a significant advantage,” says Georgi Mihaylov, Deputy Chief Executive Officer of EGT Digital. “We have access to top talent, and our strategic positioning allows us to oversee operations with precision.”
Pioneering Innovation in iGaming
In just a few short years, EGT Digital has introduced several technological innovations that have significantly impacted the iGaming industry. By developing advanced game mechanics, AIdriven analytics, and robust security measures, the company has not only enhanced the player experience but also improved operational efficiency across the online gaming market.
These innovations are a big part of why so many operators are choosing EGT Digital’s products. “We’ve focused on creating solutions that truly make a difference,” says Mihaylov. “Our advancements have strengthened our position as a key player in the industry.”
At the heart of these offerings is the X-Nave iGaming platform, which stands out for its modular and customizable approach. This platform seamlessly integrates various gaming products and services, ensuring smooth operations and heightened player engagement.
In just a few short years, EGT Digital has introduced several technological innovations that have significantly impacted the iGaming industry
The X-Nave platform includes four main modules: CRM Engine, Sport Product, Gaming Aggregator, and Payment Gateway. Each module can function as part of the complete solution or independently, allowing integration with third-party developments. This flexibility ensures that operators can get everything they need for their business from one place, tailored to their specific needs.
Empowering Operators with DataDriven Solutions
EGT Digital goes beyond providing gaming solutions—they empower operators with advanced business intelligence tools and process automation solutions. These tools enable operators to optimize their operations through data-driven
insights and efficient workflows, giving them a significant edge over the competition.
To keep pace with the rapidly changing iGaming industry, EGT Digital employs a variety of tools and strategies to gather crucial information. Among the most important are continuous market research and customer feedback analysis. “The data we collect through these methods is invaluable,” says Mihaylov. “It drives the product innovations that allow us to constantly improve and expand our portfolio, ensuring we meet the evolving demands of the sector.”
Customer feedback is collected through multiple channels, including direct surveys and user behavior analysis. This feedback provides valuable insights and ideas on refining existing products and developing new features, all aimed at enhancing overall user satisfaction. EGT Digital also ensures the competitiveness of its products by adhering to stringent regulatory standards and continuously updating its platforms to meet the ever-evolving legal requirements in the various markets where it operates.
Keeping Innovation at the Heart of EGT Digital’s Success
In the fast-paced world of iGaming, the ability to create innovative solutions is crucial. For EGT Digital, innovation isn’t just a strategy—it’s the lifeblood of the company’s growth and success. As Mihaylov puts it, “Our survival in this dynamic industry largely depends on our ability to innovate.”
To stay ahead of industry trends, EGT Digital makes significant investments
By carefully examining current trends and embracing new technologies, EGT Digital ensures that its product solutions are always at the cutting edge
in research and development. By carefully examining current trends and embracing new technologies, the company ensures that its product solutions are always at the cutting edge. “Innovation is at the core of everything we do,” says Mihaylov. “It’s how we stay ahead in a competitive market.”
As part of a rapidly growing global enterprise, EGT Digital benefits from shared resources and industry insights that greatly enhance its operational capabilities. This collaborative environment allows the company
to leverage the strengths of a larger network while focusing on its unique innovations.
Looking ahead, EGT Digital is committed to expanding its global footprint and developing new gaming technologies. The company’s vision for the future includes enhancing its product offerings to maintain and solidify its leading position in the online gaming market. Upcoming initiatives will focus on further platform enhancements and exploring new market opportunities, ensuring that EGT Digital remains at the forefront of the industry.
Empowering Women in Architecture to Thrive & Contribute with Impact
Grant Ecker, Founder and Chairman of the Board, Chief Architect Forum
Hi Grant. Tell us about your career path. What experiences have brought you here?
I started my IT career journey enamored by technology and seeking opportunities to support the business with IT solutions. This desire helped me grow from a technology enthusiast into a software developer at General Mills where I developed solutions for business teams. I gradually expanded this
scope to grow with my intended purpose by moving into a program leadership role where I had the opportunity to bridge the business with technology across larger efforts and scopes. From here, I grew into gradually expanding management roles, leading technology platforms, starting in ecommerce, growing into manufacturing and eventually landing in a role managing the company’s global collaboration technologies.
One of the important parts of leading an architecture team is ensuring we have access to insights beyond the company’s internal knowledgebase
Grant Ecker is the Founder and Chairman of the Chief Architect Forum. Most recently as Vice President and Chief Enterprise Architect at Danaher, Grant built their Architecture and Artificial Intelligence capabilities. Previously, Grant was the VP of Architecture at Walgreens Boots Alliance and held a similar role at Medtronic.GrantalsobuiltEA’soperations at Lowe’s Home Improvement and grew into leadership at General Mills. Grant is a Certified Coach, received his MBA from the Carlson School of Management, his BSCS from Washington University in St. Louisandheholdsvariousboardadvisory roles out of Chicago, Illinois.
Recently, in an exclusive interview with Digital First Magazine, Grant shared his professional trajectory, the objective and vision of Women In Architecture (WIA), insights on the future of enterprise architecture, the best piece of advice he has ever received, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
It was at this point that I was recruited away by Lowe’s Home Improvement to lead their collaboration platform on a broader scale. After a short period, I stabilized the collaboration platform, and I was moved into an IT people transformation effort within HR IT to support the restructuring and building job family designs to reshape a newly joining CIO’s organization. It was from within this HR IT transformation role that I had the chance to make a meaningful career shift into Enterprise Architecture. I saw a box appear on an organizational chart I had long sought after, as it aligned with my purpose of connecting business and technology with leverage of my experience in program management. In this role I would be responsible for the process, governance, and operations of the EA department.
This moment began the decade long career focus shift into transforming small and reactive centralized architecture practices that primarily looked over the company’s major solution designs before they were deployed. I helped to support these practices in creating a shift in focus towards leading an engaged community of 100-200 architects by connecting all architecture disciplines beyond the central team’s reporting lines with community leadership and connections into vendor management, finance, program management and annual planning teams and their processes. Once I had made this shift for Lowe’s Home Improvement, I was fortunate to have a recruiter seeking a Director leader for the US team at Medtronic reach out and recruit me to join their practice.
The story at Medtronic was similar, I lead their US practice and helped to shift the team into a proactive and globalized the process across the broader EA organization, ultimately earning the role as Global Chief Architect after 2.5 years into the journey. When a reorganization was displaying my position after 5 years at the company, I made the shift to join Walgreens Boots Alliance (WBA) as their IT Vice President and Global Enterprise Architecture leader.
At WBA, I helped the company make the same pivots I had done at Lowes and Medtronic while also harmonizing the processes and organizational structures across the Walgreens and Boots EA teams that would accommodate the differing challenges and opportunities in their respective geographics and businesses. This went on for several years, until the company intended to divest their Boots business. Given I didn’t want
to displace either of the strong EA leaders who were now heading up the architecture teams and Walgreens and Boots respectively, I sought to execute on a succession plan and move to a new organization so the Walgreens EA leader could succeed me in my role as Boots was divested. At this time, I joined Danaher as their Vice President and Chief Enterprise Architect.
At Danaher, the challenge was different as they had grown inorganically and had few integrations across their family of subsidiary companies. I invested in creating community and portfolio management across their organization while also incubating the AI capability as an interim Chief AI Officer. In the interim CAIO role I was building the company’s governance and guardrails in collaboration across corporate functions and driving a common approach in the deployment of technology including championing a company-
Women in Architecture (WIA) seeks to increase the representation of Women in the Architecture profession from the challenging 10-15% we are seeing today
wide chatbot and leading the deployment of a gradually expanding pragmatic implementation of Microsoft’s Copilots across businesses.
I am currently seeking my next role as the opportunity at Danaher has recently come to a logical and mutual conclusion. This shift in employment has allowed me to focus more fully on my thought leadership and non-profit activities leading the Chief Architect Forum I founded in 2021 in partnership with Paul Preiss, the CEO of IASA Global.
Brief us about the mission and vision of Chief Architect Forum. What was the inspiration behind establishing it?
We started the Chief Architect Forum in May of 2021 after I joined a company that was unable to fund membership in a paid forum of my peers where I had previously enjoyed membership. One of the important parts of leading an architecture team is ensuring we have access to insights beyond the company’s internal knowledgebase. This helps the companies we work for prepare for, address, and localize industry trends aligned with their needs.
The answer to this challenge came quickly via an evolving conversation with Paul Preiss, the CEO of IASA Global, which is a non-profit association for all architects.
Paul had had deployed a forum of Chief Architects in the past, but it hadn’t yet taken hold and he wanted to give the group another attempt at launching. Together, we founded the group, and I took on the role of Chairman and Founder, as I activated the forum by connecting Paul and I’s network of Chief Architects, creating a quarterly event which gave us an opportunity to discuss our shared focus in architecture as a peer forum.
Noticing a challenge of paid forums where I had previously enjoyed membership, the value was
There is a lot of noise in the AI space today and one of the things a Chief Architect can help with is showing our business teams how to navigate and find the signal within the noise
tremendous, but a challenge often arose when the senior leaders who sponsored membership for a company’s seats could not attend a key event and sent delegates to join in their place. While this activity sounds innocuous, the result changed the dynamic of the event as these delegates were often heavy contributors who monopolized the conversation with detail-level contributions. The more senior leaders joining these events would often lean back and create space for the joining delegates, but at the end of the event they would decide that the next event would be better served with their delegate joining in place of their attendance, and this would gradually reduce what was intended to be an executive forum of practice leaders into what often became a practitioner forum.
This is where the Chief Architect Forum is different. We are a no-cost forum for our members which eliminates the pressure of “owned seats” to fill for attendance. The members, after being admitted following their application’s review from a board of their peers, are free to join any event we hold, but they are not allowed to delegate their seat to non-members. We might only see a member join us a few times a year, but their absence vs delegation ensures the altitude of conversation remains at the appropriate leader altitude of true Chief Architects.
At the forum, our purpose is to test, challenge and support the state of the art and science for Business and Technology Architecture and its evolution over time. We hold a quarterly, 2-hour
peer forum for heads of architecture and various peer connects for our aligned practice focus areas. Our Imperatives are to learn from our peers, develop our talent (including ourselves), advance our profession, and build our networks.
Given our scale has grown, we are expanding into in-person and topic-aligned virtual events for our members. We’ve held 2 inaugural inperson forum events in the last 6 months: 2023 Q4 in the US, and 2024 Q2 in Europe with plans to continue this as an annual tradition. We have also launched local chapters in 12 cities across the US and Europe where we are creating local quarterly shorter events and dinners for members who live in geographic proximity. We are also launching global virtual topic-based conversations across our membership with peers leading conversations that unify membership on common priority areas.
It’s truly inspiring having a place to belong and share among my peers and I’ve joined many of our members in appreciating the fact that we are not alone and have many things in common with our peer Chief Architect practice leader members.
You are a Founding Board Member and Ally for Women In Architecture (WIA). Can you please tell us about this global initiative and its objective and vision? Women in Architecture (WIA) seeks to increase the representation of Women in the Architecture profession from the challenging 10-15% we are seeing today. I am joined by an inspiring group of women and other ally male architecture leaders who are seeking to create pathways for all women to join and advance within architecture careers.
Our mission is to drive the expansion of women in architecture roles towards an equal balance and to enable women to thrive and contribute with impact. The WIA initiative seeks to support the increase in gender diversity in architecture through pathway building, awards and grants, education, data gathering, content, community exchange, events and mentoring.
It’s inspiring to see the impact this group is already having on our members and our community, and it is simultaneously uplifting to see this community coming together as we pursue our meaningful purpose.
What are the proudest innovation moments from your career?
When I think about meaningful innovation moments, I am exceptionally proud of the work I did to lead AI incubation, governance, and guardrails for the C-Suite at Danaher by developing AI global guidance, deploying enterprise AI solutions/ copilots, identifying trends and mitigating AI’s risks and threat vectors. It was incredibly motivating to be empowered to leverage external learning from the Chief Architect Forum’s membership and educational partnerships to then lead across corporate functions to align on our north star guidance and aligning that steer into partnerships I helped form across technologists in all functions within Danaher’s portfolio of companies. Together we guided the company’s approach and built significant momentum in this emerging space.
What new innovations and emerging technologies are you paying attention to right now?
I am currently watching the AI space for emerging business case driven adoptions of technology,
We are starting to see invitations to participate and even lead portions of the diligence activities that were previously and often exclusively performed by mergers and acquisitions functions with the support of external consulting firms
along with the flip side of finding viable risk mitigating approaches that limit AI’s threat of hallucinations, bias and data and insight leakage. There is a lot of noise in the AI space today and one of the things a Chief Architect can help with is showing our business teams how to navigate and find the signal within the noise. This work
aligns perfectly with my professional aspirations of supporting the business with IT solutions.
What are the most pressing issues in the field that might keep you up at night?
I think the lack of consistency in architecture practices is a major issue for our profession. If
everyone brings a different brief case of methodology into their Chief Architect practice, it is exceptionally difficult to develop best practices and grow as a discipline. This is one of the reasons I’m so pleased to be partnered with IASA Global in the Chief Architect Forum. Over time we hope to unify leaders of architecture to collect and codify the best practices of our profession together into IASA’s open-source body of knowledge called the BITABoK, which is already being adopted by many major enterprise architecture tool vendors.
What does the future look like in the architecture space, i.e., what are the kind of developments you’ll be looking for?
EA continues to move closer to Innovation, Digital Transformation and other large organizational shifts and changes by creating ad hoc teams across the in-scope domains where change is occurring. We are starting to see invitations to participate and even lead portions of the diligence activities that were previously and often exclusively performed by mergers and acquisitions functions with the support of external consulting firms. This focus is a welcome strategic addition for EA and a good fit with our capabilities. When EA has activated a federated organization of Architects with participation from business, information, solution, technology and security architecture domain leaders across the company, the EA community becomes a natural place to act as change catalyst and transformation leaders for our IT organizations.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?
Paula Winkler helped me early in my executive leadership journey in moving away from IQ based
approaches to step into EQ as a primary way of leading others. This moment was a difficult shift where I had to adapt to different expectations moving from a contributor focus to a leader of others, and I appreciate the self-awareness and curiosity that she helped me develop to make the shift. Ultimately Paula’s guidance helped me so much that I decided to pursue an executive coaching certification which has helped me unlock this same shift for others as I continued to grow and learn myself.
What are your passions outside of work?
I love to ski, boat, bike and spend time with my family, my wife Madolyn and our 2 dogs. We are fortunate to have recently purchased a farm in Northern Illinois and the two of us are enjoying our work of planning out our future homestead together.
Where do you see yourself in the next 5 years?
In the next 5 years my wife and I foresee starting a family and having several children as I continue to evolve in my career towards CTO and CIO roles. Given the current gap in my employment, It’s been a gift that has allowed me mindfully work at making both of these goals come into fruition.
What advice would you give someone who wanted to have the kind of success that you have had?
The best advice I can offer someone seeking to find success is to first know their purpose and values, and then to find meaningful work that honors these personal foundations. I find that when we are working on what we love, we are far more likely to be successful in our pursuit and far more willing to go the extra mile to attain our stretch goals, because we personally care about the outcomes we are seeking.
Driving Digital Transformations & Elevating IT Operating Models to Deliver Now & in the Future
Michael
Fulton, CIO, Vernovis
Hi Michael. Please tell us about your background and areas of expertise.
I am Chief Information Officer and Senior Vice President, Consulting & Advisory Solutions at Vernovis, the Midwest’s leading technology staffing provider. I joined Vernovis in July 2022 and now have overall responsibility for the company’s IT and Cybersecurity, as well as technology talent advisory services. I also teach digital topics at The Ohio State University, where I am an adjunct professor
and served as academic director for Digital Executive Education.
Prior to joining Vernovis, I worked at Expedient, the Nation’s premier VMware based hybrid cloud provider as their Chief Innovation Officer. I also ran a commercial operations shared service team as well as had overall responsibility for the company’s commercial strategy and market intelligence functions. Prior to joining Expedient, I was AVP of Technology Strategy & Innovation where my team-built prototypes
By taking a holistic and usercentric view of our digital transformation, we aim to position Vernovis as a technology-forward leader in our industry
Michael Fulton is CIO and Senior Vice President, Consulting & Advisory Solutions at Vernovis, Ohio’s premier technology staffing provider. Mike joined Vernovis in July 2022 and now has overall responsibility for the company’s IT and Cybersecurity, as well as technology talent advisory services. Mike is also academic director and adjunct professor for Digital topics at The Ohio State University. Prior to joining Vernovis, Mike spent time at Expedient where he was Chief Innovation Officer along with other roles; Nationwide where he was AVP Technology Strategy & Innovation; CC&C Solutions where he was Chief Information & Digital Officer and President, Americas Division; and P&G where he was Chief Cloud Architect and Chief Shared Services Architect among many roles. He has also been a startup mentor, industry advisor and board member over the years.
Recently, in an exclusive interview with Digital First Magazine, Michael shared his professional trajectory, his role and responsibilities as CIO at Vernovis, insights on the importance of embracing servant leadership, personal sources of inspiration, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
leveraging technologies like Mobile Devices, Cloud, Artificial Intelligence, Chatbots, Voice Assistants, Blockchain, Smart Contracts, Augmented Reality, 360 Video, Virtual Reality, & Internet of Things. I did a stint running the Americas Division of CC&C Solutions, a global boutique Enterprise Architecture and IT Strategy consulting and training company headquartered in Sydney, Australia. I was also Chief Digital and Information Officer of the parent company and led 11 different engagements worldwide in 20 months. Finally, I spent almost 20 years at Procter & Gamble, where I did almost every job in IT, including Chief Cloud Architect, Chief Shared Services Architect, head of EA Capability, and head of Strategic IT Cost Optimization. I am certified in TOGAF 9, TOGAF Essentials, IT4IT, Cloud Architecture, and ITIL; am accredited to train both TOGAF and IT4IT; and have experience serving on multiple company and industry boards as well as coach and mentor to many individuals across IT industry.
Brief us about your role and responsibilities as CIO at Vernovis.
As the CIO of Vernovis, my primary responsibility is to lead the company’s digital transformation efforts. This is a multifaceted and strategic initiative that requires a comprehensive review of our business operations and a thoughtful integration of technology solutions. Our approach is centered on identifying opportunities where technology can drive significant improvements in productivity, efficiency, and employee experience across the organization. This involves closely examining our existing processes, workflows, and systems
to uncover areas that can be optimized or automated through the deployment of innovative digital tools and platforms.
At the same time, we are also focused on leveraging technology to enhance the capabilities of our organization and deliver a superior experience for our customers and candidates. This could involve the implementation of advanced analytics, the development of custom applications like our website, or the deployment of cutting-edge customer relationship management and applicant tracking systems.
By taking a holistic and user-centric view of our digital transformation, we aim to position Vernovis as a technology-forward leader in our industry. This not only strengthens our competitive advantage but also empowers our teams to work smarter, more collaboratively, and with greater agility.
As the CIO, I am responsible for spearheading this transformative journey, aligning our technology investments with the company’s strategic objectives, and ensuring seamless execution across the organization. It is a complex and multifaceted role, but one that I am deeply passionate about as we work to unlock new levels of innovation, productivity, and customer satisfaction.
What are some of the technology challenges facing the industry right now?
As CIOs, one of the most pressing technology challenges we face today is the responsible experimentation and deployment of generative AI solutions. The rapid advancements in tools like ChatGPT have captured the attention of businesses across industries, promising to enhance productivity, creativity, and decision-making.
However, the integration of these powerful AI capabilities must be approached with great care and foresight. We need to develop robust governance frameworks that address the ethical implications, data privacy concerns, and potential for misuse.
Employees must be educated on the appropriate and responsible use of generative AI, ensuring it augments rather than replaces human intelligence.
Additionally, we must be vigilant about the potential for “AI hallucinations” - instances where the AI generates plausible-sounding but factually incorrect information. Rigorous testing and validation processes are crucial to
maintaining the integrity of the insights and outputs generated by these systems.
Another significant challenge facing the technology industry is the dramatic cost increases associated with VMware licensing, following Broadcom’s acquisition of the virtualization giant.
Industry reports suggest that customers are seeing VMware licensing costs rise by as much as 300-500%, putting significant strain on IT budgets. This is particularly concerning for organizations that have heavily invested in VMware-based infrastructure and are now faced with the prospect of either absorbing these increased costs or exploring alternative solutions.
Employees must be educated on the appropriate and responsible use of generative AI, ensuring it augments rather than replaces human intelligence
To stay ahead of the curve, CIOs should cultivate an innovationdriven culture that encourages experimentation, rapid prototyping, and the adoption of emerging technologies
As CIOs, we must work closely with our VMware account teams to understand the full impact of these changes and negotiate the best possible terms. Additionally, we should explore alternative virtualization platforms and cloud-based solutions that may offer more cost-effective options, while ensuring a seamless transition for our organizations.
In your opinion, what should CIOs and businesses do to take advantage of recent technology evolutions?
As a forward-thinking CIO, I believe there are several key steps businesses should take to capitalize on recent technological evolutions. First, CIOs must be at the forefront of driving digital transformation initiatives that leverage technology and data to transform business models and customer experiences. The pace of digital change continues to accelerate,
and it is crucial for CIOs to spearhead these transformative efforts.
Second, the rapid advancement of generative AI tools like ChatGPT presents significant opportunities to enhance productivity, creativity, and decision-making across the organization. CIOs should work to educate their boards, peer executives, and employees on the capabilities and appropriate use of these technologies, while also developing robust governance policies to ensure responsible and ethical deployment.
As the threat landscape becomes increasingly complex, CIOs must also make cybersecurity a top priority. This includes developing cybersecurity strategies and tactics informed first by ROI, implementing robust risk management frameworks, investing in advanced security technologies where appropriate, and fostering a culture of security awareness across the organization.
To stay ahead of the curve, CIOs should cultivate an innovation-driven culture that encourages experimentation, rapid prototyping, and the adoption of emerging technologies. This agile mindset will be crucial in navigating the fast-paced digital landscape.
Finally, CIOs should partner with HR to implement robust upskilling and reskilling programs, equipping both IT and non-IT employees with the skills needed to thrive in a digital-first environment. This evolving technology landscape requires a more adaptable and tech-savvy workforce, and CIOs must take the lead in ensuring their organizations are prepared for the future.
By embracing these strategies, CIOs can position their organizations to capitalize on the latest technology evolutions and drive
sustainable growth and competitive advantage in the years to come.
As a leader, what approaches do you use to create a culture of experimentation and innovation within your team?
As CIOs, we know that cultivating a culture of innovation and experimentation is crucial for driving digital transformation and staying ahead of the curve. Based on my experience, there are three key steps we can take to set the right tone from the top:
First and foremost, we need to set an example ourselves by actively engaging with emerging technologies. This could involve hands-on experimentation with generative AI, low-code/no-code platforms, or other cuttingedge tools. By demonstrating our own curiosity and willingness to learn, we can inspire our teams to adopt a similar mindset.
Secondly, we must create a psychologically safe environment where our people feel empowered to take calculated risks and experiment without fear of repercussions. This means openly acknowledging that not every initiative will succeed, and positioning “appropriate failures” as valuable learning opportunities rather than career-limiting events.
Finally, we need to be strong executive sponsors of innovation initiatives, providing the necessary funding, resources, and air cover to enable our teams to thrive. This could involve setting aside dedicated innovation budgets, shielding projects from bureaucratic roadblocks, and publicly celebrating successes to reinforce the desired behaviors.
By leading through example, cultivating psychological safety, and providing robust executive sponsorship, we can foster a culture
of innovation and experimentation that will be crucial for navigating the rapidly evolving technology landscape. This, in turn, will position our organizations to capitalize on the latest advancements and stay ahead of the competition.
What has been the most fulfilling part of your career?
As a seasoned technology executive and board member with global experience within small, medium, and large businesses, I can say with certainty that the most fulfilling aspect of my career has been the incredible variety of opportunities I’ve had the privilege to experience.
My journey has been anything but linear. I’ve worn many hats – from operations lead to developer to architect to project manager to Chief Information Officer to Chief Innovation Officer to Business Unit Lead. Each role has presented unique challenges and allowed me to develop a diverse set of skills that have been invaluable in navigating the ever-evolving technology landscape.
Early on, I had the opportunity to focus on technology as I ran and operated financial systems, led marketing technology implementations, designed cloud architectures and operating models, architected enterprise-wide solutions, and delivered transformative technology strategies that drove significant cost savings and operational efficiencies. These experiences honed my ability to think strategically, see the big picture, and translate complex technical concepts into business value.
As I progressed, I was able to move over to the business side where I had the opportunity to build a revenue operations shared service team, lead product strategy and innovation work, and take on P&L ownership. These roles allowed me to develop a deeper understanding of the commercial side of the business and the
Whether it was taking care of the professional development for over 100 architects globally or serving as an undergraduate and executive education instructor, I’ve found immense joy in paying it forward and helping the next generation of technology leaders reach new heights
importance of aligning technology investments with overarching strategic objectives.
But perhaps most rewarding has been the chance to mentor and develop talent. Whether it was taking care of the professional development for over 100 architects globally or serving as an undergraduate and executive education instructor, I’ve found immense joy in paying it forward and helping the next generation of technology leaders reach new heights.
Throughout it all, I’ve been fortunate to work with brilliant, passionate teams and to be recognized for my contributions to the industry, from awards for blockchain leadership to accolades for my impact on the local IT community.
What keeps me energized is the constant evolution of this field. Just when you think you’ve mastered one technology or challenge, something new emerges that requires you to adapt, learn, and grow. It’s a thrilling ride, and one that I’m grateful to be on.
So, while my roles may have evolved significantly over the years, the core of what drives me remains the same - the opportunity to solve complex problems, drive innovation, and make a tangible difference in the lives of those I serve, whether they are colleagues, customers, or the broader community. It’s a privilege I don’t take lightly, and one that has made this an immensely fulfilling career journey.
What are your valuable learnings and un-learnings during your journey to a visionary leader?
As a CIO who has navigated a diverse and fulfilling career, I’ve had the privilege of learning some invaluable lessons that have
shaped my approach to visionary leadership. One key learning and one key unlearning stand out in particular.
The key learning I want to share is one that a close CEO friend of mine often shares: “If you want to go fast, go alone. If you want to go far, go together.” This simple yet profound wisdom has been a guiding principle throughout my journey. In the fast-paced world of technology, it can be tempting to try to forge ahead alone, driven by a singular vision. However, I’ve found that the most impactful and sustainable progress comes when you build a coalition of passionate, talented individuals who can collectively push the boundaries of what’s possible.
Whether it’s assembling a cross-functional team to tackle a complex digital transformation initiative or cultivating a network of industry peers to share best practices, the power of collaboration cannot be overstated. By empowering and aligning my teams, I’ve been able to achieve far more than I ever could have on my own. The collective knowledge, diverse perspectives, and shared sense of purpose have been instrumental in driving innovation and delivering meaningful results.
The key unlearning I want to share is the importance of truly understanding your customer, rather than relying solely on your own opinions and experiences. It’s a common trap that many leaders, myself included, have fallen into - putting ourselves in the shoes of the customer and making decisions based on our own unique perspectives. However, I’ve come to realize that I am, in fact, a customer of one, with a very specific set of needs and preferences that may not be representative of the broader customer base.
To overcome this bias, I’ve made a concerted effort to invest in robust customer research, data analysis, and user testing. By gathering insights directly from our customers, I’ve been able to uncover unmet needs, identify emerging trends, and make more informed, customer-centric decisions. This has not only strengthened our product and service offerings but has also fostered a deeper level of trust and loyalty among our customer base.
Embracing these learnings and unlearningthe power of collaboration and the importance of truly understanding your customer - has been instrumental in my journey to becoming a more visionary and impactful leader. They have helped me navigate the complexities of the technology
landscape, drive meaningful change, and position my organization for long-term success.
As I continue to evolve and grow in this role, I know that these lessons will continue to serve me well, guiding me to go further and achieve more than I ever could alone.
In your words, tell us the leadership skills that everyone should learn?
As a CIO, I firmly believe that the principles of servant leadership are essential for anyone embarking on a technology career, regardless of their role or seniority. At its core, servant leadership is about putting the needs of others before your own and using your position of influence to empower and support your team.
Focus on how you can uplift and empower those around you, and trust that your own growth and success will follow
In the fast-paced, ever-evolving world of technology, this mindset is particularly crucial. As leaders, we must recognize that our success is inextricably linked to the success of our people. By prioritizing their growth, development, and well-being, we create an environment where innovation, collaboration, and excellence can thrive.
Servant leaders understand that their primary responsibility is to remove obstacles, provide resources, and create the conditions for their team members to excel. This could involve anything from securing the necessary funding for cutting-edge tools and training, to shielding the team from bureaucratic red tape, to simply being a sounding board and source of guidance when challenges arise.
Importantly, servant leadership is not about being a passive or hands-off manager. It requires a deep understanding of each team member’s unique strengths, weaknesses, and aspirations, and the ability to tailor your approach accordingly. It’s about empowering your people to take ownership, make decisions, and push the boundaries of what’s possible.
By embodying these principles, technology leaders can foster a culture of trust, empowerment, and continuous learning – qualities that are essential for navigating the complexities of digital transformation, cybersecurity threats, and the rapid pace of technological change.
Moreover, the benefits of servant leadership extend far beyond the immediate team or organization. As these leaders mentor and inspire the next generation of technologists, they help to cultivate a more compassionate, purpose-driven, and innovative industry as a whole. This, in turn, strengthens the entire ecosystem and creates a rising tide that lifts all boats.
So, for those embarking on a technology career, I would encourage you to embrace the mindset of servant leadership. Focus on how you can uplift and empower those around you, and trust that your own growth and success will follow. It’s a philosophy that has served me well throughout my career, and one that I believe is essential for anyone aspiring to make a lasting impact in this dynamic and rapidly evolving field.
What is that one thing which motivates you to become better and better every day?
Personally, I am constantly motivated by the rapid pace of change in the technology industry and the incredible opportunity it presents for continuous learning and growth.
In this dynamic industry, standing still is not an option. The technologies that power business today can become obsolete seemingly overnight, and the skills that were once considered cutting-edge can quickly become outdated. It’s a reality that requires a mindset of agility, adaptability, and a relentless pursuit of knowledge.
What energizes me is the challenge of keeping up with this breakneck pace of change. Whether it’s mastering the latest advancements in cloud computing, exploring the frontiers of artificial intelligence, or understanding the implications of emerging cybersecurity threats, there is always something new to discover and learn.
I find immense joy in the process of uncovering these innovations, understanding their potential impact, and then translating that knowledge into tangible business value for my organization. It’s a constant cycle of learning, experimenting, and iterating – one that keeps me intellectually engaged and fuels my passion for this work.
But it’s not just about staying ahead of the curve; it’s also about the opportunity to grow and evolve as a leader. With each new challenge I face, I’m able to expand my skillset, broaden my perspective, and develop a deeper understanding of the intricate interplay between technology and business strategy.
Whether it’s mastering the art of change management, honing my communication skills to better engage with the C-suite, or cultivating a more empathetic and servant-leadership approach, every experience serves as a chance to become a more well-rounded and impactful CIO.
And it’s not just me – I’m fortunate to be surrounded both internally and externally by so many talented, curious individuals who share this thirst for knowledge and growth. Collaborating with them, learning from their unique experiences, and watching them flourish in their own careers is a constant source of inspiration and fulfillment.
So while the pace of change in technology can be dizzying at times, I embrace it wholeheartedly. For me, the opportunity to continuously learn, evolve, and push the boundaries of what’s possible is the true essence of what motivates me to become better and better every day. It’s a journey without end, and one that I’m honored to be a part of.
Where do you see yourself in the next 5 years?
Over the next 5 years, I envision myself working closely with my peers to continue to build and grow the Ohio Tech Community and to help bring our vision of Ohio as the #SiliconHeartland to live.
The technology sector is one of the most dynamic and innovative areas of the global
economy, with a diverse and engaged community of entrepreneurs, developers, investors, and enthusiasts. Technology is central to the biggest companies in the world. Technology fuels the startup landscape. And technology is at the core of transformation for companies of all shapes and sizes.
In Ohio specifically, technology is HOT, with massive investment dollars being driven by high tech companies coming to the state and an aggressive move by state government to push Ohio to become the #SiliconHeartland. Now is the time for technology leaders to step to the forefront and lead the way.
But technology changes fast and it is challenging for technology professionals to keep up with the rapid pace of change. I believe that the best way for technology professionals to keep up is by coming together as a community and learning from each other.
I have a passion for the tech community here in Ohio and believe that it is a powerful and valuable asset to the state that can be leveraged for attracting startups, high tech companies and corporations to relocate to the state. Over the next 5 years, I hope to play a small part in bringing that vision to life.
What is a piece of career advice you have been given that you would pass on to others?
As a CIO with decades of experience, I’m often asked about the keys to career success. One piece of advice I consistently share is the importance of adopting a “give before you receive” mindset.
Throughout my career, I’ve made a concerted effort to invest in my professional network and give back to my community without any
Over the next 5 years, I envision myself working closely with my peers to continue to build and grow the Ohio Tech Community and to help bring our vision of Ohio as the #SiliconHeartland to live
expectation of immediate return. Despite this, I firmly believe that I’ve gained far more from these efforts than I’ve given.
When people know you genuinely care that you’re there to lend a hand, and that they can turn to you for advice or support, they become more than willing to reciprocate when you’re in need. These same individuals are often the ones who will advocate for you, provide valuable introductions, and open doors to opportunities you may have never discovered on your own.
In contrast, I’ve observed many professionals who focus solely on their own performance and deliverables, only reaching out to their network when they require something. The response they
often receive is a deafening silence, as their peers have not experienced the same level of investment and support.
So, for those starting out their careers or even those further along, I encourage you to find your tribe and make a concerted effort to invest in it. Give of yourself without any expectation of immediate return, and trust that you will eventually receive far more than you’ve given.
This approach has served me well throughout my career, and I believe it can be a powerful differentiator for any aspiring leader or executive. By cultivating a reputation as a generous, supportive, and trusted colleague, you’ll position yourself for long-term success and fulfillment.
Empowering Women from Diverse Backgrounds & Regions Worldwide to Harness the Power of AI
Kate Carter,
AI 2030 Global Fellow, AI 2030 · Internship & Co-Founder, HEKa Creative Labs
Hi Kate. Tell us about your career path. What experiences have brought you here? At the height of the Covid lockdowns, I found myself in an isolated skilled nursing unit performing physical therapy. Families weren’t allowed to visit, and for many patients, managing to sit at the edge of the bed was all they could muster. It was difficult to see so much suffering. It was almost as if time stood still, still enough for me to deeply contemplate my future. In those quiet, profound moments,
I realized that continuing in physical therapy until retirement was not sustainable for me.
Intrigued by the emerging opportunities within blockchain technology, I decided to redirect my professional path, returning to academia to earn a Master’s degree in Blockchain Technology. During this period of study, I had a wonderful opportunity to join Mia’s Global Leadership in Emerging Technologies cohort as a founding member. Recognizing my potential, I was later asked
Each breakthrough, large or small, underscores the transformative power of AI in education and bolsters our mission to equip one million women worldwide with future skills by 2030
Meet Kate Carter, a passionate leader embarking on an incredible journey. Kate’s heart beats at the intersection of blockchain technology and her mission for fair access to healthcare and financial stability. With a diverse background in performanceexcellence,organizationalvalues,and aglobalperspective,Katestandsoutasavisionary in her field. She holds two Master’s degrees—one in blockchain and digital currency, the other in applied leadership and management—showing her deep commitment to the tech world. During her six years in healthcare, Kate has seen firsthand the power of innovation to change lives, fueling her drive for positive change. Beyond her career, Kate’s personal story is just as inspiring. An avid traveler andadvocatefordiversity,she’salsoembracedthe journeyofadoption,raisingtwowonderfulchildren.
As the AI Strategy and Student Success Manager at Mission Impact Academy (Mia), Kate is instrumental in advancing Mia’s mission: to empower one million women globally in AI and emerging technologies by 2030. Her passion for educationandinclusivityhighlightstheimportance of diverse voices in shaping our future.
Recently, in an exclusive interview with Digital First Magazine, Kate shared her professional trajectory, insights on the latest trends in AI to keep an eye on in 2024, the driving force behind her daily motivation, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
to assist in AI programming at the company. This significant career pivot transitioned me into my current role as an AI Strategy and Student Success Manager at Mission Impact Academy (Mia). My journey through varied roles, from physical therapy to AI strategy, has deeply influenced my understanding of how transformative technology can be in healthcare. Additionally, my engagement as an AI 2030 Global Fellow allows me to actively participate in the development of frameworks for responsible AI usage. This role enhances my dedication to ethical technology application, perfectly aligning with my professional aspirations. I am eagerly anticipating the start of my PhD in Artificial Intelligence this August, focusing on the integration of AI with blockchain to foster a more secure and ethical healthcare system. I am confident that this innovative integration will revolutionize the industry by significantly enhancing data security and optimizing clinical operations.
What part of your current role as AI Strategy & Student Success Manager at Mia do you enjoy the most?
In my current role as AI Strategy & Student Success Manager at Mia, the most rewarding aspect is seeing the direct impact of our AI initiatives on women with non-technical backgrounds from around the globe. Having the opportunity to strategize and implement AI tools that enhance learning experiences is incredibly fulfilling. It allows us to foster a culture of continuous improvement and innovation within our team. Each breakthrough, large or small, underscores the transformative power of AI in education and bolsters our mission to equip one million women worldwide with future skills by 2030.
What are the latest trends to keep an eye on in the AI industry in 2024?
The AI landscape in 2024 is experiencing rapid evolution, presenting an array of exciting trends. While it can be challenging to keep up with every development, the pace of progress is truly exhilarating and inspiring. One particularly promising area is the integration of AI in healthcare, especially for personalized medicine. For instance, advancements in AI are revolutionizing adaptive radiotherapy for cancer care. This technology allows for realtime imaging adjustments during treatment sessions, ensuring that radiation is precisely targeted to maximize efficacy and minimize exposure to surrounding healthy tissues. This application not only exemplifies the potential for AI to improve patient outcomes but also highlights its role in transforming traditional treatment methodologies. It’s an incredible time to be part of this field!
What are some of the technology challenges facing the industry right now?
From my perspective, one of the most pressing issues in AI and healthcare is ensuring data diversity and inclusivity within AI training sets. This focus is essential to prevent biases that could adversely affect healthcare outcomes, particularly for underrepresented groups. Consider a study on an AI model used for diagnosing skin cancer, which found significantly lower accuracy rates for darker skin tones due to a lack of diverse data in the training sets. This example highlights the critical need for inclusive data to guarantee equitable healthcare treatment across all demographics.
Further complicating the landscape is the issue of transparency and explainability in AI systems. Especially prevalent in machine learning algorithms, these systems can often function as “black boxes,” where the underlying decision-making processes are unclear and difficult for humans to decipher. This lack of clarity can foster mistrust and complicate the validation of AI-driven decisions, posing potential risks in sensitive areas such as medical diagnoses and treatment plans.
As AI continues to process vast amounts of health information, it becomes imperative to safeguard this data against breaches while rigorously addressing the ethical considerations of its use and sharing within AI frameworks. Successfully navigating these challenges requires a steadfast commitment to continuous innovation, rigorous adherence
to ethical standards, and the development of secure, interoperable systems. Enhancing transparency and explainability in AI is crucial, ensuring that technology serves as a reliable and effective tool for promoting equity and efficiency in healthcare systems. These efforts are essential not only for the reliability of AI applications but also for fostering trust and scrutiny in these advanced technologies.
As a visionary leader, what approaches do you use to create a culture of experimentation and innovation within your team?
At Mia, our vibrant global team represents over 65 nations, each contributing to our dynamic environment. We embrace a fail-fast approach, encouraging risk-taking and learning from outcomes to foster innovation. This philosophy
Enhancing transparency and explainability in AI is crucial, ensuring that technology serves as a reliable and effective tool for promoting equity and efficiency in healthcare systems
aligns with the critical leadership skills of communication, empathy, and adaptability, which are vital in the rapidly evolving field of AI. Such skills enhance team dynamics and support, enabling leaders to navigate the complex landscape of technology and innovation effectively. By valuing diverse perspectives and fostering a supportive environment, we ensure that every idea is explored and that our team is equipped to thrive in this dynamic industry.
What are some of the innovations that excite you about the future?
From my perspective, the most exhilarating aspect of AI in healthcare is its profound impact on precision medicine. AI’s remarkable capability to sift through extensive datasets -encompassing genetic details, environmental influences, and individual health records - empowers healthcare professionals to customize treatments for each patient. This tailored approach not only heightens the efficacy of treatments but also minimizes the risk of adverse effects, thereby revolutionizing patient care. Such innovation marks a substantial stride toward making healthcare more adaptable and attuned to the specific needs of every patient, potentially transforming outcomes across a wide spectrum of medical fields. It’s a win-win scenario!
What has been the most fulfilling part of your career?
The most fulfilling part of my career has been witnessing women from around the world discover and harness the power of AI. It’s incredibly rewarding to see them not only
AI’s remarkable capability to sift through extensive datasets -encompassing genetic details, environmental influences, and individual health records - empowers healthcare professionals to customize treatments for each patient
grasp the potential of this technology but also use it to transform their own lives and careers. Observing these women land new roles, speak on expert panels, and even go on to teach others about AI truly encapsulates the impact of our work. This experience has reinforced my belief in the transformative power of AI education and its potential to empower individuals. By providing women with the tools and knowledge to excel in this field, we are not only advancing their personal careers but also contributing to a more diverse and inclusive AI community. This ripple effect of empowerment and education is what makes my journey in AI so gratifying.
In your words, tell us the leadership skills that everyone should learn?
Building on the significant insights gained from both direct patient care and guiding AI education for women worldwide, I have found that one of the paramount leadership skills essential in any role is adaptability. This skill is crucial as it enables leaders to navigate through ever-changing environments and challenges, much like those I encountered during the COVID lockdowns. Our world, interconnected and dynamic, demands that leaders be capable of adjusting strategies, embracing new technologies, and responding to diverse cultural and operational landscapes. Adaptability in leadership is especially critical in fields like AI development, where the pace of change is rapid, and the stakes are high. For example, at Mia, we have adopted an AI Lean Leadership approach, which emphasizes agility and responsive decision-making. This mindset allows us to swiftly adapt our strategies based on real-time data and feedback, which is vital in a field that is constantly evolving due to technological
My focus will be on empowering women from diverse backgrounds and regions worldwide to harness the power of AI
advancements and regulatory changes. This approach has been instrumental in avoiding pitfalls similar to those seen in early AI applications, such as the biased algorithms in self-driving cars that failed to recognize darker-skinned pedestrians due to limited training data sets. Such incidents underscore the necessity for adaptability in both the
development process and leadership mentality to ensure that AI technologies are developed in an ethical, inclusive, and effective manner. By integrating adaptability with a commitment to diversity and ethical consideration, we empower ourselves to lead more effectively and ensure that AI advancements benefit all sectors of society.
What is that one thing which motivates you to become better and better every day?
The driving force behind my daily motivation is my personal mission, summed up by the motto, “Be the change you wish to see in the world.” While it may sound a bit cliché, this principle genuinely guides my actions and decisions. It compels me to think, “If I’m not going to do it, who will?” My goal is to leave the world better than I found it, and with the fourth industrial revolution unfolding around us, I have a unique opportunity to help shape the future.
This conviction holds profound significance in the realms of AI and healthcare, where our current choices set the stage for future impacts. Whether it involves enhancing patient care, pioneering advancements in AI for healthcare, or mentoring the upcoming generation of women in technology, I am motivated by the opportunity to create substantial, positive change. This dedication to transformative impact not only catalyzes my personal development but also drives me to continually challenge the limits of what can be achieved in technology and medicine.
Where do you see yourself in the next 5 years?
In the next five years, I see myself having completed my PhD, actively contributing to shaping the ever-evolving landscape of AI, ethics, and healthcare. With the rapid advancements in these fields, my goal is to be at the forefront, ensuring that development is both ethical and impactful. Additionally, as we approach our ambitious mission to upskill one million women by 2030, I am confident that we will be on the verge of achieving,
if not surpassing, this goal. My focus will be on empowering women from diverse backgrounds and regions worldwide to harness the power of AI. This initiative extends beyond simple education by arming women with the necessary tools to excel in a digital-first future, profoundly transforming their lives and communities.
What is a piece of career advice you have been given that you would pass on to others?
“Take the chance.” Seize every opportunity, whether it involves attending a workshop, participating in a conference, or engaging in personal growth activities. Each experience has the potential to be transformative. Cultivate a spirit of curiosity, actively engage in discussions, ask questions, and develop relationships with mentors who can guide you along your path. Immerse yourself in a variety of resources to enhance your knowledge: listen to insightful podcasts, enroll in online courses, delve into enlightening books, and join community groups that resonate with your interests and ambitions. Additionally, it is important to step outside your comfort zone to travel, explore new places, and sometimes, allow yourself to get lost. Often, it is in these moments of uncertainty that we truly discover who we are. Never underestimate the importance of connecting with nature and prioritizing your health. Embracing the outdoors is crucial for nurturing both your body and mind. Adopting this holistic approach to personal and professional development has not only sculpted my career path but has also enriched my life profoundly in numerous ways.
The Rise of Mechatronics: Powering Modern Manufacturing with Digital Tools and Skills
Elisha Tropper, Founder and CEO, JAG Capital Holdings
One of the most technologically evolving sectors in the economy is manufacturing, where the synthesis of mechanical, electrical, and computer engineering has spawned the transformative discipline of mechatronics. Rapidly emerging as the bedrock of modern manufacturing, this interdisciplinary field combines traditional mechanical processes and operations with pioneering digital technologies. As the competitive pressures on industrial production demand greater efficiency, flexibility, and
innovation, the critical nature of mechatronics rises exponentially. It is essential for companies seeking growth and security in the new manufacturing world to fully understand and incorporate this new skill set into their toolbox of capabilities.
Mechatronics, as the name indicates, is a blending of “mechanics” and “electronics,” and denotes the integration of mechanical systems with electronics and computer controls in the design and functionality of manufacturing equipment and processes. As a field, mechatronics has hovered on the
Effectively designed mechatronic systems reduce dependence on manual labor, can operate around the clock without pause, ensure consistent productivity and output, and eliminate human error from the production equation
Elisha Tropper is the Founder and CEO of JAG Capital Holdings and the Founder and CEO of Cambridge Security Seals. Elisha’s extensive background combines hands-on entrepreneurial and operational experience with M&A and financial expertise. Previous roles included President of Cambridge Resources, CEO of T3 Associates, President of Prestige Label, and as a senior consultant at Price Waterhouse’s strategy consulting practice. Elisha has served on the boards of several companies and organizations, including HP’s International Digital Products Advisory Council. A frequent speaker at management conferences, Elisha has published dozens of articles in leading business publications. Elisha has a BA in English Literature from Yeshiva University and received his MBA from Columbia Business School.
The importance of mechatronics to manufacturing companies has birthed an array of digital tools that facilitate the design, development, and continuous improvement of efficient production lines
fringes of mainstream manufacturing culture since the emergence of computers, robotics, and automation in the 1950s and 1960s. The embracing and implementation of digital technologies into the manufacturing sector over the past three decades has substantially expanded the scope of mechatronics, and today it unquestionably resides atop the industry’s most desired skill sets.
The building blocks for just about every modern manufacturing process involve the seamless integration of mechanical components with electronic sensors, actuators, and other embedded digital systems that, when effectively synchronized, yield revolutionary levels of accuracy, output, agility, and cost-efficiency. These mechatronic processes and systems optimize production workflows, discern and reduce bottlenecks, and enable the high-speed and precise automation of complex tasks and multifaceted operations to deliver higher quality at lower costs.
Examples of the impact of mechatronics on manufacturing include:
1. Unprecedented Automation: Effectively designed mechatronic systems reduce dependence on manual labor, can operate around the clock without pause, ensure consistent productivity and output, and eliminate human error from the production equation.
2. Accuracy: The ability to precisely engineer an automated production line with integrated systems of highly accurate sensors, controls, monitoring, and feedback mechanisms is one of the defining characteristics of mechatronics and has become essential for manufacturing high-tolerance components such as medical devices and microelectronics.
3. Enhanced Quality: Mechatronics enables a significantly higher level of vigilance and adherence to predetermined standards through its intricate network of sensors and quality control algorithms, which not only identify and isolate defects in real-time but can also correct the problem by making adjustments to the process as necessary, reducing costly rework or expensive and brand-diminishing product recalls.
4. Energy Efficiency: In many cases, mechatronic systems, utilizing the latest in energy-efficient equipment such as drives, motors, and intelligent controls, can play a key role in reducing a company’s carbon footprint and enhancing its sustainable manufacturing practices by aggressively adjusting power and other operating parameters based on varying conditions and production requirements.
5. Flexible Manufacturing: The rapidly evolving marketplaces of industrial technology and consumer needs and tastes require manufacturers to adapt quickly to effectively and efficiently meet diverse customer requirements by implementing mechatronic systems which enable quick-turn prototyping, just-in-time production models, and the rapid reconfiguration of production lines when necessary.
The importance of mechatronics to manufacturing companies has birthed an array of digital tools that facilitate the design, development, and continuous improvement of efficient production lines. No modern manufacturing toolbox is complete without Computer-Aided Design (CAD) software, which facilitates the efficient creation, modification, visualization, and simulation
of digital models for design and prototyping, and Computer-Aided Manufacturing (CAM) software, which interprets CAD models and optimizes their efficiency by streamlining production workflows and minimizing waste. Many companies, especially those producing highly regulated or intricate parts or devices, also utilize advanced simulation and modeling software, which enabling engineers to optimize designs by analyzing simulated performance at the planning stage.
Actual production lines themselves typically include PLCs (Programmable Logic Controllers), which are small digital computers that execute logic commands and sequences to control industrial automation, monitor sensors, and regulate processes in real-time. In addition, most automated production lines incorporate HMI (Human-Machine Interface) software, typically operated via a touchscreen, that provides line operators with the ability to oversee the operation, diagnose problems, and, when required, make adjustments to the process.
Some companies take the management of their manufacturing enterprise to a higher realm by implementing an avatar-like virtual replica of their automated machinery and/or processes known as a Digital Twin. Mechatronic systems utilize real-time simulations of digital twins to generate a range of efficiency-yielding benefits, from predictive maintenance and equipment optimization to planning for production variables, product customizations, and even the introduction of new machinery or controls.
Over the past decade or so, the global manufacturing industry has embraced the interconnectivity of IOT, (Internet of Things) platforms, which utilize the Internet to link,
monitor, maintain, and capture real-time data for entire automated operations comprised of disparate equipment. The organized and thoughtful integration of all this activity and data enhances the manufacturer’s ability to optimize asset utilization, minimize downtime, and improve overall efficiency and productivity.
With all of these ever-advancing technologies at the disposal of forward-thinking manufacturers, the challenge of developing a workforce capable of designing, implementing, and operating these highly efficient automated systems remains perhaps the greatest barrier to progress. The demand for skilled mechatronics professionals is dwarfed by the current supply. Without a surge from the current generation’s emerging workforce, the pace of industrial advancement will slow, and the benefits to society of increased quality and production efficiency will be delayed. This will impact everything from essentials like drug and food prices and the delivery of healthcare to the development and mainstreaming of renewable-energy-based products like transportation and housing.
Mechatronics is unquestionably a critical enabler of innovation and competitiveness in modern manufacturing. Companies across all industries seek the enhanced quality, increased output, and lower costs enabled by the seamless data-driven automation made possible by the integration of mechanical, electrical, and computer engineering. The digital tools to transform manufacturing exist, and their capabilities are continuously being updated and upgraded.
However, realizing the full potential of mechatronics requires an educated and skilled
The
digital tools to transform manufacturing exist, and their capabilities are continuously being updated and upgraded
workforce that is currently lacking. This impediment to realizing the potential of advanced manufacturing – and the worldchanging impact that is delayed as a result – requires thoughtful, pragmatic solutions, something that sadly will probably never emerge from the political class. It is up to the private sector to design a credible and implementable pathway to mechatronics education, one that attracts, incentivizes, and motivates highly capable individuals with the interest, capability, and drive to change the world through hands-on technological improvements.
Manufacturers who readily embrace digitalization will thrive and be best positioned to more transformatively incorporate artificial intelligence into their already highly automated operations. The digital age arrived decades ago, but its everchanging and accelerating nature retains today the mysterious but tantalizing aura of the very first desktop computer in the 1970s. Mechatronics is the digital frontier of manufacturing and will, as a discipline, an industry, and a key facilitator of the growing world economy and population’s well-being only continue to evolve.
Empowering Entrepreneurs to Succeed and Make a Positive Impact in the Web3 & GenAI Space
Akina Ho, Co-Founder, AllStarsWomen DAO
Hi Akina. Please tell us about your background and areas of interest.
I am currently the Co-Founder at AllStarsWomen DAO, a community that will be an investment DAO that invests in female entrepreneurs or male entrepreneurs that supports females in the Web3 or GenAI space. Prior to venturing into the next iterations of the internet and AI world, I have worked in the Silicon Valley in a few deep tech startups, helped built a Unicorn in Hong Kong and head digital transformation and innovation for a global real estate conglomerate. I guess all
that lead to me to become also a Venture Partner (Advisor) for Pi Labs, a VC firm based in London that is one of the largest VC that invest in the latest leading teach in PropTech.
According to you, what are the key pillars to ensuring success in implementing digital transformation in an organization? What is the most difficult part of the digital transformation journey? Transformation means doing things that no one has done before, changing the status quo, and
If you want to be successful in implementing new ideas and changes, you must learn ‘The Art of War’ as that will ensure you are 50% ready for this ‘transformative’ role
Akina Ho is Co-Founder of AllStarsWomen DAO, Co-Founder for HK Proptech Alliance, and a thought leader in the AI and Web3 space. She is also an Advisor for Pi Labs acting as their Venture Partner for Asia with Boards and advisory seats on Web2, Web3, and AI companies. She served as one of the executives who helped build a Unicorn in Hong Kong in 2017 with investors from FoxConn and Softbank. Akina is an Adjunct Professor at HKUST (Hong Kong University of Science & Technology) and a world-renowned speaker with notable media appearances on Bloomberg and Fox International about innovative technologies. Recently,inanexclusiveinterviewwithDigital First Magazine, Akina shared her professional trajectory, insights on the most difficult part of the digital transformation journey, the three significant digital transformation trends to keep an eye on in 2024, her secret to striking a worklife balance, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
venturing where the company has not gone before. Therefore, when one person is heading ‘change’ or leading transformative projects, they must understand that they are having a ‘civil’ war as the enemy is within the company. People who made the company successful are in-charge and they are comfortable with how they are running things and if you want to ‘change’ the status quo, obstacles are just an understatement. So, if you want to be successful in implementing new ideas and changes, you must learn ‘The Art of War’ as that will ensure you are 50% ready for this ‘transformative’ role.
However, having a good proof of concept (PoC) delivered and finding the right team have always helped me to ensure a smoother operation. It is because through building a PoC, you are visualizing what you can do, you build common ground and develop a common language for all stakeholders to communicate what needs to be done from a ‘success case’.
What is most important is using a theory that I have created myself; it’s called the “⅓, ⅓, ⅓” theory. This theory was developed over 2 decades of experiences in startups, SMEs and MNCs. This theory basically means, whenever you want to change something or
The more diverse or inclusive you are, the better the product and the more prominent future we can get
create something new for a Country, Company, Business Units or Team, ⅓ will want to change, ⅓ will sit on a fence and don’t want you to bother them, and the last ⅓ will never change for as long as they live. In such cases, whatever you want to do, start small and only with the ⅓ that want to change. We all know that there are NO perfect projects so when you are working with the ⅓ that want to change, they will work with you to fix and create new processes and procedures and acquire new talents or tech to make the ‘new’ initiative works. Once it’s successful, make a big announcement and give out awards, this is to showcase to the other ⅓ on the fence that ‘changes’ works and are ‘celebrated’. Slowly these people on the fence will come over and ask for change. In time, you will have ⅔ of the company changing and moving forward. The other ⅓, they are either retired or replaced.
You are the Co-Founder & the Global Head of Business Consultancy & Head of Asia Pacific Chapter at AllStarsWomen DAO. Can you please tell us about this platform, its mission and vision?
AllStarsWomenDAO is a platform that is constantly bridging the gender gap in the technology industry, especially in the web3 and GenAI spaces.
We do that by pushing against the norm through building a community for female and male leaders who support females to collectively exchange ideas, bring support to each other, and build their businesses. The community provides initial free consultation services for business plans, investment deck and strategy, legal and marketing support. In addition, my core leadership teams in HK, Taiwan, Singapore and soon to be opened, our
China office in Shenzhen, curated events and worked with local governments and established entities to give speaking opportunities to these founders without cost. In major events, stages are only given to ‘big shots’ and not ‘small startups founders’.
Since our first launch in early 2022, we have held both online and offline activities, participated in large-scale events, and helped our members launch their business onto the public stage at no cost.
However, all these activities are building the AllStarswomen DAO community and is not what AllStarswomen DAO is. AllStarswomen DAO is an investment DAO, where its members can have their own funds on a DeFi platform where they can vote to invest in projects that have been vetted by professionals for investment.
Which are the three significant digital transformation trends to keep an eye on in 2024?
1. Adoption of GenAI for smart support, process automation, search, content creation in all forms, replacement of mundane duties, and many more to come as this is just the beginning.
2. Leverage DAOs as a new form of setting up businesses.
3. Real usage of the metaverse and NFT to revolutionize existing website, eCommerce, Marketplace and loyalty program.
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 are always important, not just in tech. And bringing diversity and
inclusion is the only way of bringing sustainable development across fields as male and female talents offer a variety of different skills and together, amazing outcomes are possible in any field. It is because talent and gifts don’t discriminate; they could happen to all, female and male. The more diverse or inclusive you are, the better the product and the more prominent future we can get. And what AllStarsWomenDAO is thriving to accomplish is to ensure leaders, professionals, and changemakers are aware of the importance of diversity and inclusion so we can create a brighter future for the next generation, leave a positive impact, and better ground for the future to start. Most importantly, when there is bias, discrimination and barriers, we bond together and find a legal and intelligent way to break those practices and walls.
What, personally, has allowed you the success you have had in the role of a leader in technology?
What I really believe in is having a transformative mindset and being creative with backbone. Not afraid of standing up and asking for help when you are not strong enough. Don’t give up and fight for fairness. If it’s too toxic and you cannot beat it, don’t become part of it, leave and find another place where you are valuable and can exercise D&I.
Thinking creatively and approaching challenges from new perspectives is what defines technology. To succeed in the industry, having an out-of-thebox mindset and being open to learning from failures and viewing them as opportunities for growth is crucial.
Especially when technology is advancing at a neck-breaking speed, we must embrace a
transformative mindset and be open-minded in this era so that we can constantly improve and create new things with it.
The meaning of leadership can change from one era to another, how would you define the meaning of leadership today?
Traditionally, many executives steered organizations with a strict top-down approach. A new form of leadership is required because the workforce and talents have changed. Technology has provided more information and knowledge to the younger generation and the need to create, lead and share is important. New leadership needs to govern and lead by allowing decentralization of power through ‘guidance and inspirations’ with execution power.
Where or whom do you seek motivation and inspiration from? How?
I seek inspiration from people who dare to dream and create new things. This includes big shots like Elon Musk down to the interns that I work with on new startup ideas.
What is your secret to striking a work-life balance?
Juggling many roles requires creativity in prioritizing what’s most meaningful. Before joining Pi Labs as an advisor and co-founding AllStarsWomen DAO, and serving as an Adjunct Professor at HKUST, friends jested that I was the “busiest unemployed person” given my packed schedule of meetings derived from LinkedIn request, campus engagements and industry conferences. While such opportunities enrich my perspectives, none of it would be sustainable without
I’m fortunate to be supported
by amazing, good hearted, intelligent individuals who share and support my activities, even when they
don’t
understand my work or my reasons for doing it
true friends and family supporting me. I’m fortunate to be supported by amazing, good hearted, intelligent individuals who share and support my activities, even when they don’t understand my work or my reasons for doing it. Because they do, when we see each other and hang out, we enjoy being together and anything we say is positive and fun! That is the break I need, as it fuels me for the days ahead!
Where do you see yourself in the next 5 years?
As a venture partner at Pi Labs, in the next 5 years, I hope to use my expertise to help more innovators and startups become successful and get the resources they need to grow and expand to Asia, so they can continue creating positive changes in the world by developing technology to decarbonize and digitize the largest carbonemitting sector.
And for AllStarsWomen DAO, our investment DAO is fully subscribed (100,000 members)
and we have one of the largest war chests and successfully run investment entity (it will have hundreds of millions of USD a year contributed by our AllStarsWomen DAO members) to invest in female and male entrepreneurs that supports females in the web3 and GenAI space.
What advice would you give to women who want to pursue a career in tech?
1. Find a community that is geared towards your sector that provides real practical support for your startup and ask for help.
2. Find reputable events and seek free speaking spots, booths and sponsorship.
3. Show that you and your team can weather all ‘ups and downs’. Resilience and belief in what you do and when you are being bullied because you are a woman, stand up and shout for ‘justice’. Help will come if you do it properly and professionally.
4. Be kind and helpful and build, build, build and then sell, sell, sell! new phases of growth.
Driving Strategic Growth & Innovation in Cybersecurity
Shamane Tan, Chief Growth Officer, Sekuro
Hi Shamane. Please tell us about your background and areas of interest. My journey in cybersecurity is a blend of curiosity and strategic engagement, where I focus on aligning cybersecurity imperatives with C-suite and board members’ priorities. My interests revolve around simplifying the complexities of cybersecurity, fostering diversity in the field, and promoting mentorship and leadership within the tech community.
What do you love about your current role as Chief Growth Officer at Sekuro?
As the Chief Growth Officer at Sekuro, I am passionate about driving strategic growth and innovation in cybersecurity. I enjoy any opportunity in using my technical and business expertise to help organisations enhance their security maturity. Building relationships and fostering partnerships that align with Sekuro’s mission of delivering end-to-end cyber solutions is what I find most rewarding.
Building
relationships and fostering partnerships
that align with Sekuro’s mission of delivering end-to-end cyber solutions is what I find incredibly rewarding
A visionary influencer, Shamane Tan is passionate about uniting minds and experiences, excelling in aligning C-Suite and Board members with cyber security imperatives. As the author of “Cyber Risk Leaders,” she unravels executive communication nuances and distills C-Suite expectations. Her work extends to “Cyber Mayday and the Day After,” a roadmapfornavigatingcrisesbyminingthewisdomof C-level executives from around the globe. It’s filled with interviews with managers and leaders who’ve braved the crucible and lived to tell the tale. Her most recent book, “Building a Cyber Resilient Business: A Cyber Handbook for Executives and Boards,” was featured on Forbes Australia’s top list of books for CEOs.
Shamane has also founded a transcontinental cyber riskandexecutivemeetupspanningSydney,Melbourne, Perth, Singapore, the Philippines, and Tokyo, fostering mentorship, women’s empowerment and thought leadership. As a strong advocate for the importance of having a voice and helping others use theirs, Shamane Tan has spoken at TEDx, global conferences and Fortune 500 and ASX companies like MasterCard and Atlassian, the Parliament of New South Wales, FS-ISAC, RSA, ISACA Silicon Valley and many more.
Recipient of the IFSEC Global Top 20 Cybersecurity Influencer award and named among the 40 under 40 Most Influential Asian-Australians, Shamane is also the Chief Growth Officer at Sekuro, a leading cyber security and digital resiliency solutions partner, and leverages her unique fusion of technical prowess and business acumen to help organisations progress on their security maturity journey.
Recently, in an exclusive interview with Digital First Magazine, Shamane shared her professional trajectory, the major takeaways from her global best-selling book, the best piece of advice she has ever received, future plans, words of wisdom, and much more.The following excerpts are taken from the interview.
Please share the major takeaways from your book, ‘Cyber Mayday and the Day After’.
In global bestseller “Cyber Mayday and the Day After,” my co-author Dan Lohrmann and I emphasise the criticality of preparedness and resilience in cyber crisis management. The book is a compilation of insights from C-level executives who have navigated cyber
crises, showcasing the need for strategic crisis management and integrating cybersecurity into business continuity plans.
You are the Founder of CXO Tribe. Can you please tell us about this community and its vision?
I founded CXO Tribe to create a platform for C-suite executives to collaborate on cyber
risk management. The vision is to establish a global network of leaders who can collectively strengthen the cybersecurity field through shared knowledge, mentorship, and thought leadership, fostering a proactive approach to cyber risk management.
Women aren’t the only underrepresented group in tech – what can be done to make tech more diverse across race, class, and gender?
Achieving diversity in tech requires a multifaceted approach. It’s not just about opening doors for underrepresented groups but also about creating an environment where everyone can thrive. From my perspective, this involves several key strategies. First, education and awareness are crucial; we need to inspire and engage people from diverse backgrounds early on, highlighting the opportunities and fulfilling careers available in technology. Inclusive hiring practices are another essential element.
Once individuals are hired, support mechanisms like mentorship programs, diversity training, and career development opportunities can help retain and nurture talent. Creating spaces for underrepresented groups to share their experiences, challenges, and successes can foster a sense of belonging and community. Finally, the tech industry needs to celebrate and recognise the achievements of individuals from diverse backgrounds, showcasing them as role models and sources of inspiration for others. Highlighting success stories can challenge stereotypes and change perceptions, illustrating that talent exists in every community and that the tech industry is enriched by embracing diversity in all its forms.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?
My career has been significantly influenced by mentors who saw my potential and encouraged
Highlighting success stories can challenge stereotypes and change perceptions, illustrating that talent exists in every community and that the tech industry is enriched by embracing diversity in all its forms
me to delve into cybersecurity. The best piece of advice I’ve received is to harness my unique perspective and strengths, which has helped me navigate my journey with resilience and purpose.
This guidance perfectly aligns with my ABCDs of career resilience, a framework I developed to embody the core principles of my professional journey.
The “A” for Assess speaks to understanding one’s unique value and strengths, just as I was advised. It’s about looking inward to recognise the distinctive perspectives I bring to the table, evaluating how these can be applied to meet the challenges and opportunities within the cybersecurity landscape.
In
my view, leadership today is synonymous with influence, mentorship, and the sustainable development of future leaders, ensuring that the progress and achievements of today pave the way for the successes of tomorrow
The “B” for Brave involves leveraging these strengths to step into new territories or undertake challenging projects. Embracing my unique skills empowers me to confidently face situations that might initially seem daunting, embodying the bravery to break new ground and lead with assurance.
“C” for Calm relates to the resilience aspect of the advice. It’s about maintaining composure and purposefulness in the face of challenges, ensuring that my perspective is not clouded by the stress or complexities of the moment. Staying calm allows me to effectively apply my strengths in any situation, making strategic decisions with clarity and confidence.
Lastly, “D” for Dedicate resonates with the idea of purposeful navigation through my career. It signifies the commitment to continuously develop and apply my talents, ensuring that my professional journey is not just about achieving goals but also about fulfilling a larger vision and purpose in the cybersecurity field.
This advice to harness my gifts has become a cornerstone of my ABCDs of career resilience, guiding me through the complexities of the tech industry with a clear sense of identity and purpose.
The meaning of leadership can change from one era to the other, how would you define the meaning of leadership today?
I define leadership as the ability to influence and inspire those around us, while actively contributing to raising the next generation of leaders. It’s about much more than holding a position of authority; it’s about creating a legacy of empowerment and opportunity. Leadership is the ability to inspire others to drive positive change, both within and outside an organisation.
True leadership is about nurturing talent, promoting inclusivity, and leading by example in innovation and ethical practices. It’s about building a foundation of knowledge and experience that others can draw upon, ensuring the legacy of leadership continues to thrive and evolve in the changing landscapes of industries like cybersecurity.
In my view, leadership today is synonymous with influence, mentorship, and the sustainable development of future leaders, ensuring that the progress and achievements of today pave the way for the successes of tomorrow.
What is it that motivates and inspires you in your everyday life?
Cybersecurity is constantly evolving it’s one of the most dynamic fields to be in. I love the challenge of continuous learning and the creativity of innovation. I am inspired by the opportunity to effect meaningful change within the cybersecurity community and am a passionate builder of collaborative platforms that tackle our industry’s inherent challenges.
My advocacy for inclusivity drives my efforts to cultivate a more diverse and equitable tech landscape. My purpose revolves around enhancing digital security, promoting diverse talent within the tech industry, and contributing to the growth and resilience of the cybersecurity community.
Fun fact about you?
A few fun facts - many know me for my passion for travel. I love immersing myself in new cultures and environments, which refreshes and enriches my strategic thinking and creativity. Some might also know of my fascination with generative artificial intelligence and its myriad
AI has become a canvas for my imagination, enabling me to explore and express my artistic sensibility through design
possibilities. I love dabbling in different AI use cases, which allows me to extend my creative vision in different ways. AI has become a canvas for my imagination, enabling me to explore and express my artistic sensibility through design. This intersection of technology and art not only fuels my curiosity but also brings a fresh perspective to my creative endeavors.
Where do you see yourself in the next 5 years?
In the next five years, I envision myself leading with creativity at the forefront, bridging the gap between technical and business leaders in the CxO space. My goal is to effectively translate complex technical challenges into strategic business solutions. By fostering innovation
and leveraging my unique blend of technical knowledge and business insight, I aim to drive transformative change, making cybersecurity more accessible and actionable for C-suite executives and board members. I will remain strongly committed to mentorship, diversity, and inclusion, inspiring a new era of cybersecurity professionals who are well-equipped to navigate the evolving digital landscape.
What advice would you give to women who want to enter the tech industry?
Embrace your voice, find your tribe in community, and seek mentors. It’s important to be resilient, continuously learn, and advocate for oneself and others, striving for a tech industry that values diversity and inclusion.
