Digital First Magazine – December 2024 – Most Futuristic Company in 2024 by Connecta Innovation

FEATURING INSIDE

Dominique Shelton Leipzig CEO and Founder of Global Data Innovation

Matt Montemurno Network Consultant, GLG

Max Imbiel CISO, Bitpanda

FEATURING INSIDE

Morgan Templar CEO, First CDO Partners, Advisory Board Member – Data AI Trust Advisory Board, TheAssociation.AI

Piotr Sankowski CEO, IDEAS NCBR, Associate Professor, University of Warsaw, CSA, MIM Solutions

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Digital First Magazine www.digitalfirstmagazine.com is a global knowledge sharing digital platform published by Connecta Innovation Private Limited. All rights reserved. The opinions expressed in the content are those of the authors. They do not purport to reflect the opinions or views of Connecta Innovation Private Limited or any of its members or associates. The publisher does not assume any responsibility for the advertisements and all representation of warranties made in such advertisements are those of the advertisers and not of the publisher. Digital First trademark is owned by DFG Digital First Infotech Pvt Ltd. and Connecta Innovation Pvt Ltd. has permission to use Digital First brand name. Digital First Magazine www.digitalfirstmagazine. com is a Free Subscription and Free-to-read digital platform strictly not for sale and has to be strictly for internal private use only. Publisher does not assume any responsibility arising out of anyone modifying content and pictures, printing a copy of this digital platform in any format and in any country and all matters related to that.

Sarath Shyam

Innovation at the Heart of Progress

Imagine you’re assembling a puzzle. Each piece fits together perfectly to reveal a bigger picture. That’s what this year has felt like—fitting together the pieces of human ingenuity and technological innovation to shape a future we’re all eager to see. But like any good puzzle, it’s not without its challenges. As 2024 wraps up, it’s incredible to reflect on the strides technology has made—not just in reshaping industries but in reimagining how we live, work, and connect. Artificial intelligence, for instance, wasn’t just a buzzword this year; it became a trusted ally in our daily lives. AI went from brainstorming your next big idea to revolutionizing healthcare and education. And let’s not forget its quirks—like when your AI assistant offers to “help” but ends up booking you two appointments at the same time.

On the flip side, cyber threats became craftier, keeping us on our toes. Yet, innovators like Pete Gadd—whom you’ll meet in this issue—show us what’s possible with a proactive, people-centered approach. Pete’s journey from manufacturing apprentice to VP of Digital Cyber Security at Airbus Commercial is proof that leadership isn’t just about tech know-how—it’s about understanding people, fostering trust, and building resilient teams.

And let’s not overlook the game-changers: edge computing teamed up with 5G to make things like autonomous cars and immersive virtual reality more real than we ever thought possible. Meanwhile, space exploration reminded us to dream big, with advances that not only inspired us but also improved our lives back here on Earth.

But here’s the real takeaway from 2024: innovation is about people. It’s about collaboration, diverse perspectives, and leadership that focuses on solutions rather than silos. As we step into 2025, let’s keep asking the big questions: How can we make technology more inclusive? How do we ensure progress benefits everyone?

The future isn’t just something we wait for; it’s something we build together. So, let’s celebrate the thinkers, doers, and dreamers who remind us that technology is more than just a tool—it’s a means to enrich lives and empower people. Here’s to stepping boldly into 2025 and tackling the next puzzle piece together.

Enjoy Reading.

PETE GADD

VP of Digital Cyber Security, Airbus Commercial

DRIVING DIGITAL SECURITY EXCELLENCE

Empowering the Next Generation of AI Researchers and Practitioners

Piotr Sankowski, CEO, IDEAS NCBR, Associate Professor, University of Warsaw & CSA, MIM Solutionse

Generative AI is Coming to a School Near You: A Reflection from the Field

Matt Montemurno, Network Consultant at GLG

LEADER’S INSIGHTS

Helping Leaders Navigate the Evolving Landscape of Data Governance, Innovation, and Regulation

Dominique Shelton Leipzig, CEO and Founder of Global Data Innovation

Creating a Better World with Better Information 22

Leading Charge in Advancing Cyber Resilience and Delivering Security Excellence

Max Imbiel, CISO, Bitpanda

Morgan Templar, CEO, First CDO Partners & Advisory Board Member - Data AI Trust Advisory Board, TheAssociation.AI

PETE GADD

VP of Digital Cyber Security, Airbus Commercial

DRIVING DIGITAL SECURITY EXCELLENCE

Pete began his career as a manufacturing apprentice but soon realized his true passion lay in digital leadership. His pragmatic and collaborative approach has fostered lasting relationships and high-performing teams, driving strong results throughout his career. With over a decade of executive leadership experience in the digital realm, including ten years in France, Pete has gained a deep understanding of diverse cultures and the intricacies of team dynamics, recognizing how various perspectives can enhance collaboration and drive innovation. Currently, Pete serves as VP of Digital Cyber Security for Airbus Commercial, where he ensures the business operates securely worldwide. Outside of work, Pete enjoys spending time with his family and their four dogs.

Recently, in an exclusive interview with Digital First Magazine, Pete shared his professional trajectory, the secret mantra behind his success, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

What drew you to cybersecurity, and how did you begin your career in this field?

Having held many management positions across varies Digital departments i have worked alongside the cyber teams on many occasions, this relationship was not always effective or collaborative, resulting in tension between teams and inefficient processes and poor results - when the opportunity arose to lead the digital cyber organisation I saw a huge potential for improvement, through a change of mindset and culture - driving a vision to enable and protect the business in a balanced approach - Cyber risk reduction vs business operational performance

What do you love the most about your current role?

I love the team, the ever-changing challenges we face and the chance to influence the direction of cyber across the business. Digital is at the forefront of transformation within Aerospace Industry and embedding cyber principles must be at the foundation of this journey, this means that we need to work on all aspects from security by design in the definition of new solutions, maturing the posture of our existing landscape and developing a culture and mindset across the business that puts cyber in the DNA of all of the employee. This all contributes towards making my role engaging, interesting and continually evolving.

What skills and expertise do you believe are essential for data professionals to develop in the next 2-3 years?

A fundamental skill that every data professional must develop is that of collaboration, problems are not solved by individuals, the power of

teamwork and collaboration is irreplaceable in the road to success. To prepare for the future we also need the team to develop expertise in the use of AI, both in understanding the threat that the use of AI in the business brings and also in the way we as cyber professionals can use AI to improve our protection capabilities.

How do you stay current with emerging trends and technologies in data and analytics, such as AI, machine learning, and cloud computing?

I am not spending hours reading all the latest technical journals and magazines, I find it far more beneficial to stay connected to a group of experts (members of the team, experts from the supply chain, contact with my industry peers..) to provide a broad view of evolving technologies and their relevance to our industry, the ability to apply business context is essential to allow me

to develop a consistent and prioritised approach to the cyber strategy.

You were recently recognized as one of the 2024 Future CISO 100 Award Winners. Our readers would love to know the secret mantra behind your success.

I have a very pragmatic approach to life and the challenges that face us; to build drive a change of mindset I use a few constant messages:

“Enable and Protect” - with modern cyber controls protection can be relatively easy, the value that we bring as a team is to ensure we enable the business to operate in the most effective, efficient and secure way possibledriving the balance of these through the team and the supply chain is essential

“Discuss, decide, do” - it’s important to deliver! Constant discussion and changing

INNOVATION BALANCED WITH PERFORMANCE IS A SKILL THAT I WOULD LIKE TO DEVELOP FURTHER AND IS IMPORTANT IN THE LONG-TERM ENGAGEMENT OF THE TEAM AND DEMONSTRATION OF THE VALUE OF OUR DELIVERABLES

of decisions drives confusion in the team and does not provide a clear direction to follow - my approach is to start work in line with what has been decided, it may not be 100% correct, but we can adjust as we go based on the experience we develop on the way.

Who has been a personal role model or mentor to you throughout your career and why?

I follow 2 streams of mentoring, one based on the experience of others, I look at successful manager/experts and engage them to mentor me through stages of my career, the second is through feedback from my peers and team, listening and adjusting my approach as needed

If you could have a one-hour meeting with someone famous who is alive, who would it be and why?

I would like to spend an hour with Zac Brown (CEO McLaren Racing), to understand the mindset needed to constantly innovate and drive innovation within a team, while still being laser focused on tangible performance enhancing results, the balance needed in the F1 business in super impressive with the results of the teams innovations tested and compared with others live in front of millions of people around the world. Innovation balanced with performance is a skill that I would like to develop further and is important in the long-term engagement of the team and demonstration of the value of our deliverables

How do you keep your mind healthy and stay resilient? And how do you motivate your team?

I work hard to have a good work life balance, my family is always priority number one for

me, and I ensure I make time in my week to focus on them and their priorities, this keeps me well balanced and able to cope with the many challenges that we face at work. From a work perspective I have a positive attitude towards challenges and always ensure the team recognise that I am there to support them.

What is your favorite quote?

The way to get started is to quit talking and begin doing. -Walt Disney

This is fully consistent with my mantra of “discuss-decide-do”, and with a focus on delivery if you don’t start the only certainty is that you will definitely never finish!

Where do you see yourself in the next 5 years?

My current role is the most challenging that I have had, and also the most interesting, in the coming years I will continue to develop my Leadership and Cyber skills and take on challenging opportunities as and when they arise.

What advice would you give aspiring cybersecurity professionals?

Early Careers is a key pipe line of capability I believe in, starting life as an apprentice I know that it’s a pipeline that delivers strong future leaders, the advice i always give them is to ensure they can understand the technical elements of cyber with a clear view of the business context, the other is to ensure they can always explain what they do and why to someone who is not a cyber expert, finally I encourage them to collaborate with people from other departments and expertise.

Empowering the Next Generation of AI Researchers and Practitioners

Piotr Sankowski, CEO, IDEAS NCBR, Associate Professor, University of Warsaw & CSA, MIM Solutionse

Hi Piotr. Please tell us about your background and areas of interest. I received my Ph.D. in computer science in 2005 and Ph.D. in physics in 2009. I completed post-doctoral internships at the Swiss Federal Institute of Technology in Zurich and at the Sapienza University in Rome.

My scientific interests focus on the practical applications of algorithms, ranging from economic applications to learning data structures and parallel algorithms for data science. Due to this background, I was looking for a research

topic that would combine these areas, and only recently I have found an inspiring one, i.e., AI for solid state theory. The challenge was that in computer science, we are used to understanding everything and having everything add up. However, in physics, we often don’t understand much. For instance, I remember an exam where we were given a task with no solution. Everyone was struggling with a differential equation, slightly modified with additional assumptions, and had absolutely no chance. Exactly, this is where AI can help.

We aim to bridge the gap between academia and business, fostering innovation and practical applications of AI

Piotr Sankowski is a professor at the Institute of Informatics, University of Warsaw. He also received a doctorate in physics at the Polish Academy of Sciences. His research interest focuses on practical application of algorithms, ranging from economic applications, through learning data structures, to parallel algorithms for data science. During his career he received 4 ERC Grants. He is a president of IDEAS NCBR – a R&D centre operating in the field of artificial intelligence. Member of ELLIS Society and ELLIS Unit Warsaw. Piotr Sankowski is also a co-founder of the spinoff company MIM Solutions.

Recently, in an exclusive interview with Digital First Magazine, Piotr shared his professionaltrajectory,theinspirationbehind establishing IDEAS NCBR, significant career milestones, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Furthermore, the educational paths in both fields are quite different. Computer science and artificial intelligence are newer fields and usually don’t require vast amounts of knowledge to get started; the entry threshold is different. In contrast, physics builds understanding on many levels of previous discoveries. For example, it takes until the fourth year of studies to reach the second quantization and only then can one start to understand Richard Feynman’s famous works. Physics also has a different research methodology. The concept of complex systems is ubiquitous. We understand the basic physical laws and the interactions of individual particles, but when it comes to calculating something like the “three-body problem”, things get more complicated. And when dealing with systems containing hundreds of thousands of elements, we humbly accept that not everything will be clear or accessible. This humility towards complexity can be a great advantage in artificial intelligence research, especially now that we have moved from classic algorithms to extremely complex “black boxes” like generative models.

What was the inspiration behind establishing IDEAS NCBR? What sets it apart from other market competitors? The inspiration behind establishing IDEAS NCBR was to create a unique institution in Poland that not only educates a new generation of AI experts but also conducts groundbreaking research with a tangible impact on both the Polish and global technological landscape. We aim to bridge the gap between academia and business, fostering innovation and practical applications of AI. At IDEAS NCBR, we have set ambitious goals: educating new experts in AI, conducting high-level international

Innovation cannot be planned with strict milestones.

Breakthroughs require freedom and patience

research, and creating a platform for collaboration between academia and industry. Our institution stands out because of this holistic approach.

We currently have 4 research groups focusing on algorithmics, cryptography, computer vision, and computer graphics. Additionally, we have 12 research teams working on various projects, including AI in the security of critical infrastructure, large language models, and precision forestry. Recently, we have established teams dedicated to supporting neurodiversity diagnostics and robotics through AI. Our progress is evident. Although it often takes time from team formation to achieving success, we have already initiated several projects with commercial potential, which we hope will lead to the creation of spin-off companies and innovative products.

IDEAS NCBR currently employs more than 100 researchers, including over 40 PhD candidates. Our researchers have had their work accepted at prestigious conferences in AI and cryptography, such as NeurIPS, ICLR, IJCAI, WACV, and Crypto.

You are a Chief Scientific Advisor at MIM Solutions. Can you please tell us about this platform and your role in it?

MIM Solutions is an AI software house where we typically support the development of core technologies for other companies and start-ups. My role involves the scientific supervision of several of these projects and working on the long-term vision for research and development within the company. In particular, I am involved in setting up new projects and assessing their feasibility.

We are currently at a turning point where we need to prepare for a future in which a significant portion of science will be conducted by

creative machines

As a leader, what approaches do you use to create a culture of experimentation and innovation within your team?

First of all, we needed to set up a process of recruiting brilliant and creative people. This requires both transparency and visibility. Once they start, we provide them with the environment, resources, and freedom to do

their best work. We empower the scientists to take the lead on their projects. We evaluate personnel using methods that do not overly emphasize short-term impact or simple metrics, such as the number of publications. Innovation cannot be planned with strict milestones. Breakthroughs require freedom and patience.

What has been the most fulfilling part of your career?

This is a hard question, and I cannot name just one thing. There are at least two that are very fulfilling.

Firstly, seeing high-risk research being transformed into implemented projects that create value for a company. Despite being R&D oriented, MIM Solutions’ growth was recognized in Deloitte Technology Fast 50 Central Europe 2023 ranking.

Secondly, setting up a stimulating environment that enables young researchers to excel in their work – IDEAS NCBR runs a nationwide PhD program in AI.

What are your valuable learnings and un-learnings during your journey to a visionary leader?

This might sound trivial, but for a tech geek, it took me some time to realize how important it is to be a part of a community. Acting within a supportive network, one can accomplish things faster and easier. As someone who is not the best at meeting new people, I had to find efficient ways to make meaningful connections. I accomplished this by leading various meetings and initiatives within organizations where I worked or studied. As for unlearning, I think that in the past I often focused too much on some technological improvements without seeking immediate feedback from the market.

In your words, tell us the leadership skills that everyone should learn?

I think that I am very good at long-term planning and executing complex tasks. This requires foreseeing various risks and hedging against

them. Furthermore, it demands consistency and the ability to wait for, identify, and exploit opportunities.

What is that one thing which motivates you to become better and better every day?

This is strongly linked to the previous question. I visualize long-term goals, and if reaching them requires improving some skills, I start working on them. Understanding one’s weak points, such as being poor at making contacts, allows one to turn them even into an advantage by finding the right approach.

Where do you see yourself in the next 5 years?

This question probably comes at the wrong time, as I see several pathways ahead of me right now. The challenge is that all of them are both challenging and potentially very fulfilling. Nevertheless, all these options are related to how research will be transformed by AI. We are currently at a turning point where we need to prepare for a future in which a significant portion of science will be conducted by creative machines.

What is a piece of career advice you have been given that you would pass on to others?

When I received this advice, I realized that this is exactly what I was already doing. When you notice something important to you is not working well, take the initiative to improve it and do not ignore it. You will be surprised at how often you succeed in making the change.

Helping Leaders Navigate the Evolving Landscape of Data Governance, Innovation, and Regulation

Dominique Shelton Leipzig, CEO and Founder of Global Data Innovation

Hi Dominique. Could you explain how you came to be interested in the field of data protection?

There was not one particular touch point but rather a continuum that started with following the needs of my clients and data trends. Starting in 1999, I worked on digital data privacy issues associated with tech companies. By the early 2000s, retailers and entertainment companies started using emerging technologies and social media for digital advertising and communitybuilding and I helped guide them through this process to capture the upside of using the

technology by anticipating global legal trends to build strong governance. Around the mid2000s, after some of the bigger retailer breaches in 2012, clients came to me to discuss cyberpreparedness and how they could heighten resilience and avoid disruptions caused by cyber-attacks.

What do you love the most about your current role?

It is hard to pick out any single thing because so much has been engaging. The moment we are in right now represents a unique opportunity

The moment we are in right now represents a unique opportunity for me to elevate my voice and let companies know, specifically, how they can innovate and enhance their brands at the same time

Dominique Shelton Leipzig is the CEO and Founder of Global Data Innovation. She has trained 50,000+ professionals in AI, privacy and cyber. For decades, Dominique has studied legal trends to accurately forecast digital risks and opportunities. Companies, with a collective market cap of 3 trillion USD, have benefited from her insights.Trust is her fourth book. Her articles includeaFinancialTimesop-edconcerningcrossborder transfers, that the White House adopted. She founded the DigitalTrust Summit for leaders to reimagine effective data oversight. Named a Diligent Modern Governance 100 leader and a LA Times “Legal Visionary,” she has won 24 awards. A board member of the AI Governance Center and the International Association of Privacy Professionals, she is certified in privacy and board governance. Dominique is the co-founder of NxtWork, dedicated to diverse leadership. Recently, in an exclusive interview with Digital First Magazine, Dominique shared her professional trajectory, insights on the No. 1 cybersecurity issue facing businesses right now, thoughts on diversity and inclusion in tech, 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.

for me to elevate my voice and let companies know, specifically, how they can innovate and enhance their brands at the same time.

You are also co-CEO and co-founder at NxtWork. Can you tell us about this organization, its mission and vision?

NxtWork is a nonprofit group that supports businesses’ goals of fully embracing a deliberate diverse leadership culture. NxtWork has developed a seven-step process for meaningful engagement, derived from the members’ experience building and leading diverse teams in organizations with a market cap of more than two trillion dollars.

What do you see as the No. 1 cybersecurity issue facing businesses right now?

AI is being used to usher in attacks like never before in a multitude of interconnected ways so it’s difficult to isolate just one in particular. For example, the Open Worldwide Application Security Project (“OWASP”) identified a top 10 list of cyber risks associated with AI. They range from risks associated with access, data and reputation risks. On the data side, AI training data can be poisoned via. turbo charged Distributed Denial of Service (“ DDoS” ) attacks. In these types of attacks, the cyber criminals flood a server with internet traffic that prevents users from accessing connected online services and websites. AI can also be used to crack passwords at scale, paving the way for ransomware to be installed. I think about the 17 hospitals in five

By embracing diversity in AI design and development, we can create AI systems that truly reflect the diversity of humanity and serve the needs of everyone, not just a privileged few

states that were hit with ransomware attacks in August and how awful it must have been for people in the emergency rooms when the rooms had to be shut down due to ransomware and ambulances being diverted. I am thinking about how much worse it would have been if AI had been used to deploy malware in hospitals all across the US or beyond.

We’ve also been seeing that there have been a spate of impersonations of CEOs and CFOs using WhatsApp and other platforms in sophisticated targeted phishing attempts using false images and video impersonation fueled by AI. However, We can build governance to protect our people and systems from these scams and geopolitically fueled cyber events. Planning is everything though. You can either fail to plan or plan to fail when the stakes are this high. I discuss these strategies and more in my book Trust.: Responsible AI, Innovation, Privacy and Data Leadership but most importantly, leadership should no longer go this alone.

In order to future proof systems, effective governance and oversight is achievable and do-able. Governance needs to be in sync with legislative trends in 161 countries. It makes sense from that standpoint to get strategic. Firstly, boards need to get third party advisors to help them ask the right questions to keep the organizations resilient and forward thinking when it comes to preparedness. The CEO also needs guidance from advisors to understand what questions to ask of the CISO. The Global Data Innovation team I lead at Mayer Brown then digests these trends around the globe so leaders do not have to and can make clearer decisions in the future.

Diversity in tech is absolutely crucial. By embracing diversity in AI design and development, we can create AI systems that truly reflect the diversity of humanity and serve the needs of everyone, not just a privileged few. Additionally, the business of creating and fully embracing a diverse leadership culture can be achieved quickly with speed and scale, when companies meaningfully engage with diverse leaders.

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?

Yes, there were many mentors. In law school, I took a pivotal course from Professor Anita Allen, Title Privacy and American Law. I learned so much from her and this was even pre the internet. In my work career, I’ve had the honor to work for wonderful firms and have met their many talented attorneys. The piece of advice I’ve ever received is to always remain curious and work hard.

The meaning of leadership can change from one era to another, how would you define the meaning of leadership today? Setting the example. A leader needs to practice what they preach. You cannot expect anything from your colleagues if you would not do it yourself. If you want to emphasize collaboration,

you must collaborate. If you want to have a peaceful and productive work environment, you must lead that way. An organization is really just a reflection of its leaders.

What is it that motivates and inspires you in your everyday life?

Impact. In everything that I do, I want to make sure that I’m making things better. This extends to my legal work and helping the CEO and board community lead with their data.

Fun fact about you?

I love to travel with my family. Before I met my husband, my mother and I took many trips to France, Senegal and Morocco, just the two of us. The first time my sister met the person who later became my husband, we were all on a sister’s trip in Greece and Adam turned up. After I got married, we’ve taken many trips altogether- my mother, my sister, my aunt to France, Santa Fe, Martha’s Vineyard, and Palm Springs.

Where do you see yourself in the next 5 years?

Having impact.

What advice would you give to women who want to enter the tech industry?

Maintain your own vision of your career. Along the way, others might try to define you. But your own definition is what is most important. Also, dedicate yourself to being the best professional that you can be. It is rewarding to be able to get to a place where you have delved in deeply into issues and can help guide the path forward for clients for complex problems.

Generative AI is Coming to a School Near You: A Reflection from the Field

Matt Montemurno, Network Consultant at GLG

Generative Artificial Intelligence (GenAI) has made remarkable advancements across various industries, particularly in K12 education. This new technology has sparked a wave of curiosity and anxiety among educators as we approach the upcoming school year.

GenAI promises to revolutionize personalized teaching and learning and foster creative content generation. However, this enthusiasm is tempered by growing concerns related to ethics, data privacy, and the digital divide. The ethical implications of deploying GenAI in education, including transparency, accountability, and

fairness issues, require careful consideration. Data privacy is another critical concern. The integration of GenAI necessitates collecting and processing vast amounts of student information, which must be protected against misuse. Additionally, the digital divide presents a considerable challenge.

Given these opportunities and challenges, how can educators adequately prepare for GenAI’s imminent arrival?

By taking proactive and strategic measures, educators can maximize GenAI’s benefits while mitigating its risks.

This involves rigorous professional development and training for teachers to ensure they can effectively utilize GenAI tools in the

The integration of GenAI necessitates collecting and processing vast amounts of student information, which must be protected against misuse

MattMontemurno,hailingfromthevibrant state of New Jersey and currently navigating the bustling corridors of Washington DC as a dedicated non-profit and software sales representative during the day, while donning my consultant hat by night. His professional journey offers a unique vantage point, delving deep into the dynamics of private and public schools, dissecting district-by-district purchasing prowess, and unraveling the intricacies of state-mandated regulatory landscapes. With a steadfast focus on the K12 sector, he extends his expertise to encompass higher education realms and innovative adult learning methodologies. Complementing this, his academic pursuits culminated in a Master’s degree centered on the pivotal domain of distance learning. Within Matt’s repertoire of insights, he brings forth a wealth of productspecific acumen spanning purchasing strategies, counseling paradigms, alumni engagement methodologies, curriculum enhancements, classroom applications, and strategiccollaborationswithsuperintendent’s offices. This amalgamation of experiences and expertise forms the cornerstone of his contributions to the education landscape, driving impactful transformations and fostering enduring educational excellence.

classroom. School systems must also establish robust data governance frameworks to protect student privacy and ensure compliance. Moreover, promoting equitable school-building access to technology is crucial, ensuring that all students, regardless of their socio-economic background, can benefit from GenAI-enhanced learning experiences.

Furthermore, collaboration with stakeholders— including policymakers, technology developers, and the broader community—is essential to developing and implementing policies that align with school system goals. By fostering a comprehensive and inclusive approach, educators can ensure that the integration of GenAI into schools enhances

Educators’ vision of effective teaching and insights into students’ strengths and weaknesses should be the driving force behind goal-setting

educational outcomes and upholds the principles of responsibility, equity, and integrity.

In the evolving landscape of education technology, systems are revolutionizing content creation by crafting new material based solely on patterns and data. Fueled by the rise of extensive language modeling (LLM), which can understand and mimic human-like text, this innovation is gaining momentum. But what does this cutting-edge technology mean for school systems nationwide? These district leaders are navigating a landscape of autonomy, scant oversight, and little guidance from the Department of Education(DoEd).

So, what is the DoEd saying?

The DoEd, through its Office of Educational Technology{https://tech.ed.gov/ai/}, is developing policies to ensure the effective, safe, and fair use of GenAI in education across the country. They aim to enhance educational outcomes while protecting the well-being and privacy of students. This includes creating guidelines for ethical GenAI implementation and offering resources to help schools integrate GenAI technology.

In this context, the DoEd urges educators to take on leadership roles and align infrastructure with market and policy trends. However, the provided guidance lacks actionable specifics,

Making a difference with GenAI requires a multifaceted approach encompassing technical, ethical, and educational considerations

leaving state offices and district leaders responsible for coordinating comprehensive reviews with instructional technology, information technology, and teaching staff.

This is no easy task.

While GenAI strives to automate goalreaching processes, it’s imperative that educators, rather than GenAI itself, define these objectives. Educators’ vision of effective teaching and insights into students’ strengths and weaknesses should be the driving force behind goal-setting.

GenAI can enhance the classroom experience for teachers and students. With a few simple online tools from current education partners like Google Classroom and Microsoft Copilot or new partners like Magic School AI, SchoolAI, and ChatforSchools.com, any school system can begin using GenAI today.

A recent discussion with a district leader concerning GenAI began with the question: “What free GenAI services could I begin using today?”

In response, starting with free services is an excellent initial step in the research process. However, solutions specifically designed for classroom enablement would be more beneficial for classroom implementation. These solutions provide the structure and safety teachers need.

GenAI can help with classroom tasks that all systems need. These tasks range from personalized learning to new content creation and even diverse language learning without the need for an increase in budget or specialized headcount. These three items can be tested internally or piloted within classrooms as the district adapts.

I have worked with many leaders in the IT education space who are weary of new technology for education, like GenAI, as this new technology touches the hands of every single person, including their staff and students. Furthermore, many technology offices do not have GenAI expertise in-house and are still in the experimental stages of their classroom devices.

A recent discussion with a district leader centered on concerns regarding the implementation of GenAI and the services available to support this process, particularly regarding data security.

The question was: What services are available to assist with implementation and ensure data security?

My recommendation was that district leaders collaborate with existing software vendors and other partner companies to pilot GenAI within their district. These pilot programs would enable district leaders to assess and manage potential risks directly and review data security protocols (e.g., PII filtering, on / off switches, student chat history, moderation filters, misuse notifications, and disallowing student data to train LLMs).

There are many challenges to the best classroom execution, but they all boil down to three key areas: ethics, data privacy, and the digital divide. Each of these challenges relates to the biggest concern regarding GenAI—that it will erode the teacher-student relationship. This erosion will be driven by a singular factor: introducing a new expert in the classroom.

This expert, powered by GenAI, can respond in under three seconds, offer personalized oneon-one guidance, and possess intelligence that

encompasses all the knowledge provided and learned by the GenAI host rather than being limited to the resources of the school system, content providers, or the DoEd.

Addressing these challenges requires collaboration among educators, policymakers, technologists, and the community to ensure that GenAI enhances education while maintaining integrity and inclusivity.

Making a difference with GenAI requires a multifaceted approach encompassing technical, ethical, and educational considerations. Key recommendations include comprehensive teacher training, seamless curriculum integration, and transparency in GenAI use. Fostering collaboration among stakeholders, establishing robust feedback mechanisms, engaging the community, and conducting ongoing research and evaluation are also essential for effective implementation. The community’s presence is unmistakable, marked by robust collaboration with leaders in Information Technology, Cybersecurity, and GenAI.

Integrating Generative AI into schools presents significant and promising opportunities for enhancing educational outcomes, fostering innovation, and preparing students for a technologically advanced future. However, it is equally imperative to scrutinize its potential downsides rigorously. This includes addressing concerns related to data privacy, algorithmic bias, and the digital divide. Only through a comprehensive and critical examination can we ensure that Generative AI is implemented in a manner that is both responsible and equitable, safeguarding the well-being of all students and maintaining the integrity of the educational process.

Leading Charge in Advancing Cyber Resilience and Delivering Security Excellence

Max Imbiel, CISO, Bitpanda

According to you, how has the cybersecurity landscape changed over the last five years?

Over the last five years, we have seen a substantial change in the cybersecurity landscape in terms of efficiency and effectivity of vulnerability exploitations as well as the drastic speed of new technologies and onboardings of outsourced IT solutions. So, Security teams and leaders had to change their view on just their own business and technology stack into the supply chain of all internal and external partners. So, Security had to mature and grow up into a business supporting structure in a challenging short time, to not be

considered the typical blocker due to Security misalignments but an enabler for a sustainable and resilient business. This is also showcased in how much we as Security professionals are now connected across companies and industries to share and collaborate on current and future Security topics, from current vulnerabilities and IoCs to Zero-Trust initiatives and lessonslearned from successful implementations.

What do you love the most about your current role?

I love most about my role that I am interacting and collaborating with basically all areas and

My approach to a culture of experimentation and innovation within my teams is by providing them with enough support and backup to try out new things and see if they would be of an advantage for us

Max Imbiel is a seasoned Cyber Security expert and the driving force behind “ahead Security”, specializing in comprehensive consulting, large event speaking engagements and bespoke training programs aimed at bolstering cyber resilience and compliance. His illustrious career began in IT and softwaredevelopment,leadingtorolesinsoftware engineering, IT management, and security architecture across various industries, including aerospace,e-commerce,automotive,andbanking. Max’s notable leadership roles include Head of Security Architecture at Sky Deutschland, Deputy CISO at UniCredit Bank AG and Deputy CISO at N26. Currently, as CISO at Bitpanda, he leverages his vast experience to ensure unparalleled security andregulatorycomplianceforthefintech’scuttingedge blockchain and crypto-broker technology and operations.

Max Imbiel is dedicated to advancing cyber resilience and security excellence. He excels in crafting secure solutions, managing security teams, and fostering collaboration with stakeholders at all levels. His broad experience across industries enables him to spearhead successful security projects, advocate for security awareness, and champion a culture of security. His expertise also extends to engaging effectively with top-level management, providing strategic insights, and ensuring alignment with organizational security goals.

Recently, in an exclusive interview with Digital First Magazine, Max shared his insights on the evolution of the cybersecurity landscape over the last five years, his approach to creating a culture of experimentation and innovation within his teams, significant career milestones, future plans, words of wisdom, and much more The following excerpts are taken from the interview.

teams within the company. In my opinion this is also the only possible path for a successful CISO as we cannot only be considered as the stronghold for the company’s treasures but must be part of the group that is being actively reached out to and asked for feedback and insights on future innovations and developments for the business and IT strategy.

In your opinion, what should CISOs and businesses do to take advantage of recent technology evolutions?

In my opinion the most important thing to do, to take advantage of recent technology evolutions, is to embrace these evolutions and not to close yourself off from them. As my distinguished and knowledgeable colleague Jaanika Merilo

I would also love to see our Security field being way more integrated and lived in the daily lives of all people and the daily business of all companies

once said during a keynote on the hybrid warfare in Ukraine: “You have to embrace new and emerging technologies, or they will be used against you and potentially kill you.” I strongly believe this holds true not only in the area of actual warfare but also on our day-to-day Cyber Security field. The rise of AI is increasing the speed and sophistication of attacks, so we also have to counter these by also leveraging AI in our defense and prevention measures.

Given your vast years of experience as a cyber security expert, what are the main cyber security related challenges that executives face when it comes to embracing new technologies for their business?

Still to this day I believe the main challenge executives face in terms of Security when they want to embrace new technologies for their business is that Security is either not considered in the process or way too late. The shift-left movement has helped us a lot in being part of the development and operations processes way earlier then in the typical last control check before some new tech should go live. But what is still missing a lot is having Security already in the decision-making process for new technologies or partnerships, where we can highly support in making the risks and opportunities for these moves transparent and provide the leadership with an understandable and comprehensible decision-making template.

As a leader, what approaches do you use to create a culture of experimentation and innovation within your team?

My approach to a culture of experimentation and innovation within my teams is by providing them with enough support and backup to try out

new things and see if they would be of an advantage for us. And I’m also always conveying that to be innovative and to experiment you will also fail. Which is not a bad thing, because you learn what does not work and you can go further from there. This of course is only possible by showing them that if they fail and it might even have a negative impact on the business, they will not be punished.

What has been the most fulfilling part of your career?

My most fulfilling part of my career is most definitely seeing how our Security efforts provide benefit for the business of the company and how it is recognized by the business. A concrete example is the implementation of a DDoS solution which also covered bot protection and then seeing how it has enabled the business to stay alive during an enormous malicious botnet attack. Our business was still completely available, and we could still serve our customers’ service. The C-level actually recognized these efforts and thanked the Security teams in person, which I believe was a substantial boost for our talent retainment.

In your words, tell us the leadership skills that everyone should learn?

Listen, listen, listen. A good listener will most certainly be a good manager, thanks to the information they have gained while listening to their counterparties. Also, someone who is able to listen is often considered a trusted companion and trust is the cornerstone of good leadership. If you then can also use the things,

you learned while listening and put them into beneficial actions for the company you will be considered a good leader and mentor.

What is that one thing which motivates you to become better and better every day?

To become better and better every day is definitely a mantra I am inheriting not only in my professional but also my private life. I want to be a good example for my family, my kids, friends and co-workers that to be a good human you have to improve yourself every day. And I also want to keep up with my peers so there is also some competitive behavior to it that drives me.

Where do you see yourself in the next 5 years?

I hope that within the next five years, I can further support the Security community and our network to grow stronger and more connected and to learn from another more. I would also love to see our Security field being way more integrated and lived in the daily lives of all people and the daily business of all companies. Where I am personally at that time, I am totally open, and I am really looking forward to what surprises and challenges are upon my path until then.

What is a piece of career advice you have been given that you would pass on to others?

Stay hungry, stay vigilant. Do not blindly accept but challenge the status quo and try to improve the lives of the people around you and yourself.

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Creating a Better World with Better Information

Morgan Templar, CEO, First CDO Partners & Advisory Board Member - Data AI Trust Advisory Board, TheAssociation.AI

Hi Morgan. Please tell us about your career path. What experiences have brought you here?

The primary theme to my journey is saying Yes. When someone offered me an opportunity, I took it. If it meant moving across the country, we did it – 3 times. If I needed a degree or certification I pursued and acquired it. I embraced the fluidity of life and enjoyed the journey. I have had a very non-linear career path. There was no curated experience. I took on extra assignments. I taught myself to code with just the textbook for Foxpro, SQL and C+. I said yes to new challenges. I wanted to be a leader, so I volunteered with our state association

of medical credentialing where I was elected President. That led to a management role.

I continued the pattern of getting more education, starting with my Bachelor of Science in Communications – Public Relations. It may not seem relevant, but the lessons learned there have continued to fuel my journey. Of course, I was still working 50-hour weeks and going to school fulltime with a disabled husband and four teenagers at home. My Master of Science in Healthcare Administration was also completed while working long hours as a director for a six-hospital system. Only one teenager was at home then.

There have been times when I had to take a step back to find the right step forward. It’s a

As the AI landscape continues to evolve, it is crucial to establish a neutral, informed voice that can guide the formation of AI ethics and policy

Morgan Templar is a 20+ year veteran of managing and transforming healthcare data. She is a best-selling author of two books: “Get Governed:BuildingWorldClassDataGovernance Programs” and “A Culture of Governance.” She is currently the CEO of First CDO Partners. Her mission is to create a better world with better information. Through her years as a large-scale digital transformation leader and data executive she knows firsthand the struggles that plague data projects and strategies. Morgan works with data teams around the world to establish a data management maturity measurement program and delivery of data culture training.

Recently, in an exclusive interview with Digital First Magazine, Morgan shared her professional trajectory, the inspiration behind establishing First CDO Partners, insights on diversity and inclusion in tech, 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.

Leaders need a flexible nature which builds bi-directional trust. Performance must be measured by outcomes not time clocks

defensive play on the career timeline that must be properly managed. I found a love of digital transformation and data management. Data is the key to knowledge which fuels innovation.

What was the inspiration behind establishing First CDO Partners? What is its mission and vision?

The average tenure for a Chief Data Officer in the USA is about 28 months. This is a red flag that something about this role was not inspiring trust by the Board and leadership team.

First CDO Partners is here to serve as a coach for a sitting CDO or as an interim CDO role in an organization without a CDO (or equivalent VP/SVP) role,

There are two main problems that inhibit success for a CDO:

1. Data is hard work and takes a long time.

2. The necessary data foundation has not been invested in leaving companies with massive data debt.

Confronted with this situation upon arrival, most CDOs fail to get enough control of the data environment to make a strategic difference. This is where First CDO Partners comes into the picture. We bring experts to interview key stakeholders to perform a Data Capability Gap Assessment. With gaps in hand, we support the CDO in prioritization, with input from the stakeholders and alignment with the company strategic plan. Meanwhile, the CDO can spend their time building executive relationships – the hidden key to success.

Although we are not a staffing agency, we will staff a data office for a short time until the executive sponsor is able to get approval for the data team we recommended.

Our Mission and Vision are Simple: Vision: “Create a better world through better information”

Mission: “Enable access to AI and Digital Capabilities by making data understandable, available and transparent.”

You are also an Advisory Board Member - Data AI Trust Advisory board at TheAssociation.AI. Can you please tell us about this association and your role in it?

TheAssociation’s Ethics & Policy Board, also known as the Data AI Trust Advisory (DATA) Council, is a pioneering initiative that brings together practitioners from various disciplines to shape the responsible development and implementation of AI technologies.

As the AI landscape continues to evolve, it is crucial to establish a neutral, informed voice that can guide the formation of AI ethics and policy.

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? We live in a global society. Especially in tech we are likely to have colleagues and friends on every continent. Bringing perspectives from everywhere makes us stop and consider cultural context. This consideration should, and usually does, saturate the culture. Approaching team members with good intent, and expecting good intent, lets us work through unexpected differences.

Neural diversity, gender diversity, age diversity and the many other kinds of things that are individual differentiators should be seen as added value to a team. We all have different

skills. Let’s appreciate what everyone brings to the table.

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? I have had a few mentors, but honestly not many. Most of those mentors were coworkers or leaders who took a moment to offer that helping hand or word of advice that I would later realize helped shape my path.

The best advice I ever received was from a mentor who helped me negotiate an executive compensation package that was particularly favorable to me. He helped me shape that conversation. It was a rare moment when I was compensated as well or better than my male peers.

The meaning of leadership can change from one era to another, how would you define the meaning of leadership today?

Today’s workforce expects a level of tolerance for personal choice in work style – remote, in office, or hybrid. They may also be geographically dispersed with different time zones. A leader today must be able to make connections with their team regardless of when or where they work. Leaders need a flexible nature which builds bi-directional trust. Performance must be measured by outcomes not time clocks.

What is it that motivates and inspires you in your everyday life?

My husband, Stephen is my inspiration. He has chronic vertigo from the removal of a brain tumor. Imagine standing in a canoe for the rest of your life, even in bed. That’s what it’s like. But, in spite of his issues, he’s the most

friendly and happy person you will ever meet. He always looks out for those around him and rarely complains about how hard life is. I try to follow his example. It’s a great thing to be able to put everything in the proper perspective.

Fun fact about you?

I hold the noble title of Baroness of Strathdale Cairns, County Caitness, Scotland. I am the Baroness in my own right, meaning holding the title individually and not from marrying my husband. Scotland and Austria are the only two countries who still officially use the title Baroness.

What is your secret to striking a work-life balance?

My secret is Not trying. There is no balance. There is multi-threading. Sometimes work is a higher priority and sometimes home and family are the priority.

Where do you see yourself in the next 5 years?

Semi-retired after selling the company. Spending time on Boards. Getting more involved with my community. Writing fiction instead of non-fiction.

What advice would you give to women who want to enter the tech industry?

Women should go into Technology. Data. Analytics. Digital. There are amazing organizations to support and help you. Everything from “Girls who Code” to “Women Leaders of Data, Analytics and AI,” and “Women in Data.” You are not alone in the field anymore. As of this writing, the Data that runs the US Space Force is run by women – both the CDO and CAIO. Data is a great career for women.