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BUILDING CONFIDENCE IN AN AUTOMATED WORLD
There’s a growing shift in every workplace today. Machines are getting smarter, automation is moving faster, and tasks once rooted in routine work are being reimagined overnight. Whenever I speak with leaders or even young graduates preparing for their first jobs, the same question pops up: “Where do I fit into this future?” It’s a fair concern. Research shows more than half of global employees expect automation to reshape their roles in the next few years. Change isn’t a distant possibility anymore. It’s unfolding right now.
The exciting part is that the best companies aren’t racing to replace people; they’re working to amplify them. They are redesigning roles to focus more on creativity and judgment, and less on repetitive tasks. They are investing heavily in learning so that everyone, from the front line to the boardroom, has the skills and confidence to thrive alongside technology. Most importantly, they’re building a culture where employees trust that automation is here to support their growth, not limit it.
This month’s cover story is a powerful example of what that transformation looks like in action. We spoke with Ganesh Sivakumar, Global Chief Data Analytics & AI Officer at Mead Johnson Nutrition, who has made data a genuine strategic asset. Under his leadership, AI isn’t a buzzword but a catalyst. It’s helping teams make smarter decisions, spark innovation, and unlock new value across the business. His career across Fortune giants and ambitious startups reflects a simple truth: progress takes off when people see technology as their ally.
Inside this issue, you’ll also find fresh perspectives and future-facing ideas, from digital leadership to uplifting workforce capabilities, all rooted in the belief that humans and technology become stronger together.
As you explore these pages, I hope you’re inspired to look at the future not with worry, but with courage. The world of work is evolving and so are we. Let’s step forward with confidence and build a future where growth remains deeply, proudly human.
Enjoy Reading.
Sarath Shyam
GANESH SIVAKUMAR
GLOBAL CHIEF DATA ANALYTICS & AI OFFICER, MEAD JOHNSON NUTRITION
MENTORING & CULTIVATING THE NEXT GENERATION OF AI AND DATA LEADERS
Nicholas Colisto 16 CIO, Avery Dennison, Author & Speaker
Building a Culture of Innovation and Sustainability
Dr. Marcela Paola Vizcaychipi
Chief Clinical Information Officer, Chelsea and Westminster Hospital NHS Foundation Trust
Empowering Clinicians with Digital Literacy
Reimagining the Future of Work: 2026-2028 EXECUTIVE OP-EDS
Managing Director, Converge IQ
Alex Singla 24 McKinsey Senior Partner and Global Leader, QuantumBlack, AI by McKinsey
Leading Innovation in the AI Era
Paula Osborn 30 Deputy Chief Data and AI Officer, U.S. Department of State
Refining the Nexus of AI, Diplomacy, & Governance for a New Era
Chandra Shukla
42 Senior Consultant, EY
Empowering Organizations through AI and Data Science
GANESH SIVAKUMAR
GLOBAL CHIEF DATA ANALYTICS & AI OFFICER, MEAD JOHNSON NUTRITION
MENTORING & CULTIVATING THE NEXT GENERATION OF AI AND DATA LEADERS
Ganesh Sivakumar is leading business transformation at Mead Johnson Nutrition by turning data into a true strategic asset. He is driving next-generation AI and machine learning capabilities that fuel smarter decisions, spark innovation, and unlock value across sales, marketing, finance, supply chain, and consumer engagement. With a career spanning Fortune 100 companies to high-growth startups in healthcare, retail, consumer goods, and beyond, Ganesh brings rich cross-industry expertise. Passionate about shaping the future of talent, he actively mentors and develops the next generation of AI and data leaders—championing a culture of innovation, trust, and responsible adoption to deliver sustainable growth.
Recently, in an exclusive interview with CIO Magazine, Ganesh shared insights into his professional journey and perspectives on technology leadership and innovation. He expressed passion for transforming businesses through data and AI, bridging technology with business outcomes, and mentoring the next generation of leaders. He also shared personal hobbies and interests, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Ganesh. What was a pivotal moment early in your career that steered you toward leadership in data analytics and AI?
My journey into the world of data and AI began with a deep-rooted fascination for systems thinking and decision sciences during my graduate studies in Industrial Management. Early in my career, I worked at UBS and UnitedHealth Group, where I witnessed how data when harnessed meaningfully could drive clarity in complex decision-making.
A pivotal experience was leading the asset management data warehouse at UBS when I realized that data was not just a back-office reporting tool but a strategic asset. I was leading a project where analytics shifted the conversation from “what happened” to “what should we do next.” That moment showed me how data could influence the direction of a business, not just explain its history. It was less about building dashboards and more about making driving decisions and I knew I wanted to spend my career unlocking that potential.
What do you love the most about your current role?
What truly energizes me is the ability to shape enterprise transformation through Data and AI. As a Global Chief Data & AI Officer, I’m in a unique position to bridge technology, business, and culture. I love working with leaders to identify where AI can unlock value, whether that’s accelerating innovation, improving efficiency, or creating entirely new growth opportunities.
Equally important, I take pride in building trust in data so that it isn’t seen as “someone else’s function, but rather as the foundation of every strategic conversation. When data
becomes integral to decision-making, it shifts from being a support tool to being a driver of business growth.
What I also deeply enjoy is mentoring the next generation of talent. Helping future leaders develop not only technical skills but also the mindset to think holistically about business impact is extremely rewarding. It’s fulfilling to see them grow into confident professionals who can carry forward the vision of using data and AI responsibly to transform organizations and society.
What excites you most about the future possibilities of AI and data analytics in business?
We’re moving into a future where AI won’t just support business strategy instead will become the business strategy. What excites me most is the shift from incremental improvements to structural transformation. We’re talking about supply chains that can dynamically reconfigure in response to disruptions, consumer engagement that becomes hyper-personalized at scale,
I love working with leaders to identify where AI can unlock value, whether that’s accelerating innovation, improving efficiency, or creating entirely new growth opportunities
and R&D pipelines that compress years of discovery into months.
The true promise of AI lies in its ability to drive both resilience and growth simultaneously, a combination every boardroom is seeking today. It’s not only about doing things faster or cheaper, but about reimagining how entire industries operate. That potential to reinvent business models, create new value pools, and shape the future of work is what keeps me inspired every day.
What do you believe are critical skills for data/AI leaders to possess to drive strategic business impact?
Beyond technical depth, the most critical skill is the ability to translate between data and value. Leaders must be able to frame analytics not in terms of models or algorithms, but in terms of outcomes like higher revenue, lower cost, reduced risk, greater agility. Equally important are change leadership and communication. You need to bring people along, align stakeholders, and make data not intimidating but empowering. If you can inspire confidence while challenging the status quo, you’ll move the organization forward.
What role do you think mentorship plays in developing the next generation of AI and data leaders?
Mentorship is critical because this is a field where the technical landscape evolves faster than traditional career paths. A mentor can help emerging leaders navigate not only tools but also the organizational dynamics that determine impact. I see mentorship as a multiplier: it accelerates readiness, shapes judgment, and instills the confidence to take on transformative initiatives. And as leaders, if we don’t actively cultivate the next generation, we risk slowing down the very progress AI promises. When we develop talent alongside technology, we create the leadership capacity needed to scale AI responsibly and unlock enduring business value.
Is there a particular person you are grateful for who helped get you to where you are?
I am deeply grateful to a leader early in my career who trusted me with responsibilities well beyond my role. That trust forced me to stretch, but it also showed me how much difference belief in someone’s potential can make. It shaped my leadership philosophy: create opportunities, empower people, and back them when they take
The true promise of AI lies in its ability to drive both resilience and growth simultaneously, a combination every boardroom is seeking today
bold steps. It’s a lesson I carry with me into how I build teams today.
What are some of your passions outside of work? What do you like to do in your time off?
I have a passion for exploring different cultures, which often means traveling and experiencing food that tells the story of a place. I also enjoy reading widely specifically history, economics,
and even fiction, because it keeps me connected to diverse perspectives and broadens my thinking beyond the day-to-day.
Equally important, fitness and outdoors are a core part of my life. I love weightlifting and hiking because they constantly challenge me to push past limits and set new personal records. That discipline in showing up consistently, embracing discomfort, and striving for progress rather than perfection shapes how I approach
Five years from now, I see myself continuing to help organizations build ecosystems where responsible AI adoption accelerates growth and trust
leadership as well. Both in the gym and in business, resilience and growth come from committing to the long game and continuously raising the bar.
What is your favorite quote?
One that continues to resonate is Peter Drucker’s “The best way to predict the future is to create it.” It’s particularly relevant in data and AI, where our responsibility is not just to anticipate trends but to actively shape the way businesses operate, compete, and grow.
What is your biggest goal? Where do you see yourself in 5 years from now?
My goal is to establish data and AI as core value drivers in business, not as support functions. Five years from now, I see myself continuing to help organizations build ecosystems where responsible AI adoption accelerates growth and trust. On a broader level, I want to influence how industries embrace AI in a way that balances innovation with responsibility because lasting success will come from trust as much as from technology.
What advice would you give to aspiring data leaders looking to make an impact in driving business outcomes with analytics and AI?
Focus on outcomes, not outputs. It’s tempting to measure success in models built or dashboards delivered, but true leadership lies in asking: did this drive revenue, reduce risk, improve customer experience, or open a new market? Stay curious, learn continuously, and build the courage to challenge how things have always been done. And remember, data leadership is not about technology alone. It’s about shaping culture, building trust, and ensuring that data becomes a living part of every strategic decision.
Nicholas Colisto
CIO, Avery Dennison, Author & Speaker
Building a Culture of Innovation and Sustainability
Nicholas Colisto is a senior IT executive and multi-award-winning CIO with experience leading digital transformations across Fortune 500 companies. As SVP & CIO at Avery Dennison Corporation, a global manufacturer, he has delivered digital solutions creating sustainable value. Colisto was inducted into the CIO Hall of Fame in 2021 and has been recognized with multiple CIO 100 and ComputerWorld Awards. He speaks at industry events and has been featured in Forbes, CIO Magazine, Wall Street Journal and ComputerWorld. He also serves on the CXO Advisory Board of NinjaOne, a cybersecurity company. He is the author of The CIO Playbook, published by John Wiley & Sons, Inc., and has written a second book, Digital Inside Out, that will be published by Taylor & Francis in the fall of 2025.
Recently, in an exclusive interview with CIO Magazine, Nick shared insights on his career journey, leadership philosophy, and the transformative role of technology in business. He emphasized the need for CIOs to lead with clarity, collaboration, and accountability, and to prioritize building strong relationships with peers and teams. Nick also discussed his passion for writing, mentoring, and driving digital transformation that is both profitable and purposeful. The following excerpts are taken from the interview.
Hi Nick. Can you walk us through your career journey and how you've evolved as a CIO and IT leader?
My career has been shaped by a deep curiosity for how technology can transform business. I began as a software programmer, learning the discipline of building solutions from the ground up. Over time, I moved into program management and then broader IT leadership roles, where I saw the importance of connecting technology strategy to business outcomes. I've had the privilege of serving as CIO in multiple global companies across industries, each with its own set of opportunities and challenges. Those experiences taught me that the CIO role is as much about influencing culture and enabling innovation as it is about delivering systems. Today, as Senior Vice President and CIO of Avery Dennison, I focus not only on operational excellence but also on creating digital capabilities that drive growth, profitability, and competitive advantage. My evolution has been about moving from "delivering IT" to "leading digital from the center of the business," with an emphasis on partnership, agility, and measurable value creation.
What do you love the most about your current role?
What excites me most is the opportunity to connect technology strategy with the company’s broader purpose and values. At Avery Dennison, we view IT not as a support function, but as a driver of competitive advantage, whether it’s enabling factories to operate more efficiently, helping customers engage with our products
in new ways, or empowering employees with tools that make work more meaningful. The most rewarding part of my role is working with incredibly talented people, both in IT and across the business, to turn big ideas into tangible results. I also enjoy helping my teams grow, seeing them take on larger challenges, and knowing that our work is making the enterprise faster, smarter, and more resilient.
What role do you think artificial intelligence and machine learning will play in shaping the future of business?
AI and ML are no longer emerging; they're essential. In the near term, they're unlocking efficiencies in areas like demand forecasting,
predictive maintenance, and customer engagement. While AI will automate routine and repetitive tasks, it will also create new opportunities that require human skills like problem-solving, creativity, and critical thinking. IT professionals who adapt and learn to work with AI will be in demand. For CIOs, this means building the right data foundation, governance, and change management to scale AI responsibly and sustainably. AI is not just a technology shift; it's a leadership challenge that requires new skills, new thinking, and a new level of cross-functional collaboration.
AI and machine learning are redefining the boundaries of what's possible in every industry. I believe their most significant impact will come
MY EVOLUTION HAS BEEN ABOUT MOVING FROM "DELIVERING IT" TO "LEADING DIGITAL FROM THE CENTER OF THE BUSINESS," WITH AN EMPHASIS ON PARTNERSHIP, AGILITY, AND MEASURABLE VALUE CREATION
from the combination of human expertise and machine intelligence. At Avery Dennison, we're already leveraging AI to strengthen customer relationships, optimize factory operations, advance product innovation, and build supply chain resilience. The organizations that win in the AI era will be those that adopt it responsibly, embed it deeply into their processes, and foster a culture of curiosity and adaptability.
How do you stay current with the latest industry trends and advancements, and what sources do you rely on for information?
I make it a priority to engage with peers, industry analysts, and thought leaders who challenge my thinking. I work closely with research partners, attend leadership and technology forums, and maintain relationships with technology
WHILE AI WILL AUTOMATE ROUTINE AND REPETITIVE TASKS, IT WILL ALSO CREATE NEW OPPORTUNITIES
THAT REQUIRE HUMAN SKILLS LIKE PROBLEM-SOLVING, CREATIVITY, AND CRITICAL THINKING
providers who are shaping industry trends. I also read extensively, drawing from both industry publications and sources outside of technology to better understand broader business and societal trends. When I run or drive, I actively listen to podcasts, a mix of leadership, business, and technology conversations that expose me to fresh ideas and diverse viewpoints. Finally, I learn from my own team, who bring valuable insights from across functions, industries, and geographies.
Is there a particular person you are grateful for who helped get you to where you are?
I've been fortunate to have mentors, reverse mentors, and colleagues at every stage of my career, but one constant has been the leaders who believed in my potential before I saw it in myself. They gave me opportunities that stretched me beyond my comfort zone and provided candid feedback when I needed it most. Their trust reinforced the importance of doing the same for others and investing in people, not just for what they can deliver today, but for the leader they can become tomorrow.
How would you describe your leadership style, and how has it evolved over time?
My leadership style is anchored in clarity, collaboration, and accountability. Early in my career, I focused heavily on the "what" and "how." Over time, I've learned that the "why" is just as important as it inspires commitment rather than compliance. I've become more intentional about creating the conditions for others to lead, building systems and cultures that make success repeatable. Today, I focus
on aligning people around a shared vision, removing barriers, and ensuring teams have both the freedom to innovate and the discipline to deliver.
What are you most proud of accomplishing in your career, and why?
What I'm most proud of isn't a single project or milestone; it's building teams that deliver sustained impact over time. At Avery Dennison, we've been modernizing our technology landscape, embedding digital experiences into the core of the business, and advancing our sustainability commitments. But the real achievement is the culture we've built: one where IT is seen as a trusted partner, where inclusion is valued, and where innovation is part of our everyday mindset. That culture is what will carry the organization forward long after any individual project is complete. I'm also proud of building high-performing teams and watching many of my direct reports grow within Avery Dennison, and some go on to become CIOs, CTOs, CISOs and other senior leaders. That's the kind of impact that multiplies over time.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I'm passionate about writing and sharing ideas on leadership, technology, and transformation. I've authored my second book, Digital Inside Out, which will be published this fall, and regularly contribute to thought leadership platforms, including Avery Dennison’s Leadership Perspectives. Writing allows me to reflect on lessons learned and
help others navigate similar challenges. I also value time with family, exploring new places, riding my motorcycle, and staying active, both physically and mentally. These pursuits keep me grounded and bring a fresh perspective to my work.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue making a meaningful impact for the organization I serve, the people I lead, and the broader industry. In five years, I see myself still leading at the intersection of technology and business, driving transformation that is both profitable and purposeful. I also hope to expand my contributions as a mentor and author, helping the next generation of CIOs and IT leaders prepare for a future that will demand both agility and integrity.
What advice would you give to aspiring CIOs or IT leaders looking to drive digital transformation in their organizations?
First, lead with the business outcome, not the technology. Transformation sticks when it's tied to growth, profitability, or competitive advantage, not just system upgrades. Second, invest in your relationships with peers across the C-suite and teams. Influence is your most powerful tool. Third, build for adaptability. Markets, technologies, and customer expectations will keep changing, so create architectures, teams, and governance that can pivot quickly. Finally, develop your own leadership skills with the same discipline you apply to technology. If you don't stop and do the leadership work, your leadership won't work.
Leading Innovation in the AI Era Alex Singla
McKinsey Senior Partner and Global Leader, QuantumBlack, AI by McKinsey
Alex Singla is a senior partner with McKinsey’s Chicago office and co-leads QuantumBlack, AI by McKinsey, globally. He helps companies transform by deploying digital and data and analytics solutions and ensuring these solutions go from pilot to full-scale adoption and scaling. He passionately embeds change management and capability building as core elements to every transformation to ensure sustainable and step-change improvements in growth, effectiveness, cost, and customer experience. In his over 25 years with McKinsey, Alex has advised clients on topics including strategy, digital and analytics, enterprise transformation, service operations, distribution, end-to-end customer journeys, technology, risk assessment, warranty and claims, marketing, and cost.
Recently, in an exclusive interview with CIO Magazine, Alex shared insight into his career journey, passions, and vision for the future of AI and innovation, offering valuable perspectives on leadership, technology, and transformation. He also shared personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Can you walk us through your career journey and highlight key milestones that have shaped your expertise in AI, innovation, and sustainability?
I've spent more than 25 years at McKinsey at this point, and while my career focus is now on AI and related technologies, I actually spent the first 15 years as a more traditional business consultant. It was about a decade ago that we started bringing big data analytics and machine learning capabilities into client programs, and I was able to witness firsthand their unique potential for solving complex business challenges.
My formal education is in business and finance, culminating in an MBA from the University of Chicago, so I approach AI and innovation from a very practical, business-oriented perspective. Having spent so many years working at the frontline of business operations, I became inspired by the possibilities AI brings, especially given its dramatic improvements in recent years, and wanted to ensure that it gets baked into frontline workflows and change management. These are challenges I've been working to solve for my entire career, so my interest in and affinity for AI really stems from its unique ability to offer more
THE ADVANCES WE’RE SEEING IN REASONING MODELS ARE GOING TO HAVE A TREMENDOUS IMPACT ON THE VARIETY OF WAYS AI CAN BE USED TO GENERATE VALUE; IN PARTICULAR, ITS POTENTIAL FOR ACTING MORE AUTONOMOUSLY, IN TEAMS OF SPECIALIZED, INTEROPERABLE AGENTS
powerful, effective solutions, and open up new possibilities for improved products and services.
What do you love the most about your current role?
AI is the most dynamic, transformative technology the world has seen in many years, and we’re just beginning to see its impact. I’m at the leading edge of that transformation every day. It’s an incredibly exciting place to be, and it means I’m surrounded by an extraordinary team of world-class technologists, who are full of passion and deeply committed to shaping AI for the benefit of our clients and humanity overall. It's a constant source of inspiration to see the expertise and creativity they bring to solving problems, and the wide-open sense of possibility that permeates their work.
The pace of change is also exhilarating. AI is capable of things this month that weren't possible last month, and next year will be an entirely new world. Everyone wants to talk about it: Not just business leaders around the world, but also friends in my neighborhood, and even my kids! It’s one thing to witness a wave of dramatic innovation, but something else entirely to be part of that wave. To get more specific, this sense of possibility and positive transformation is what keeps me excited and engaged in my current role.
How do you see the landscape of AI and digital transformation evolving in the next 5 years, and what opportunities or challenges do you foresee?
In very broad terms, I’d say we’re just getting started with AI and digital transformation:
the power and capability of underlying models is growing exponentially, and as more organizations learn to adopt and implement it effectively, its impact is growing just as rapidly.
To get more specific, I think the advances we’re seeing in reasoning models are going to have a tremendous impact on the variety of ways AI can be used to generate value; in particular, its potential for acting more autonomously, in teams of specialized, interoperable agents.
Can you elaborate on QuantumBlack's structured method for deploying cutting-edge analytics techniques, and how it helps organizations achieve multi-year transformations?
QuantumBlack’s approach to AI transformation has several unique elements that have helped client organizations achieve real value.
For one thing, we operate on a Hybrid Intelligence model, bringing world-class expertise to every transformation and every program, including QuantumBlack’s leading AI talent, combined with an incredible range of deep domain expertise from McKinsey’s 100-year history working across industries and business categories. It's an integrated approach that drives every tech solution we devise, to ensure that they're actually usable on the front line and that real people can integrate them into their everyday workflows. This is markedly different from the approach you might see from an AI-first technology consultancy, and, I think, shows just how committed we are to effective implementation.
Related to this is McKinsey and QuantumBlack’s unique focus on building client capability for lasting impact. That includes
hiring and training AI talent within their organization, providing ready-to-use tech and data assets (70-80% prebuilt and proven models) to de-risk change processes, and leveraging our proven Rewired framework for digital transformation and scaling AI. The Rewired framework in particular has proven invaluable in getting CEO/CXO alignment, which is critical in any kind of major business transformation, whether tech-focused or otherwise.
All of this is augmented by QuantumBlack Labs, our software development and R&D arm, and an open ecosystem of tech alliances that includes partnerships with OpenAI, Anthropic, Cohere, NVIDIA, and more.
What principles guide your leadership style, and how do you motivate your teams to drive innovation and transformation?
My leadership style is rooted in the belief that people do their best work when they feel seen, empowered, and inspired. I strive to create an environment where everyone, whether they're a business analyst, client, or executive assistant, feels they can grow, contribute meaningfully, and bring their whole self to the table.
I’m a strong believer in continuous improvement, not just for our teams and clients, but for ourselves as individuals. That means fostering a culture where curiosity is encouraged, ideas are welcomed, and learning never stops. I’ve found that humor and humility go a long way (influenced by my Midwestern roots) in making that culture feel real and accessible.
Innovation doesn’t happen by accident. It takes intentional investment in people, in R&D, and in a forward-looking mindset. While we deliver on today’s challenges, we’re also always scanning the horizon: What’s next in technology? What’s changing in how our clients operate? What emerging opportunities can we prepare for now?
At the end of the day, leadership for me means helping others see what they’re capable of and making the journey there both exciting and fun.
What are some of your passions outside of work? What do you like to do in your time off?
More than anything, I love spending time with my family. I've got three teenagers who are a ton of fun, and my wife and I take every opportunity to go on adventures with them together, from traveling to skiing to golf and more. I’m also a member of the board of trustees of the Shedd Aquarium in Chicago.
Beyond that, many of my interests outside work are actually not so far from what inspires me in my current role. Supporting innovators is a personal passion, so I dedicate part of my personal time to it in other forms. I’m a guest mentor at the Creative Destruction Lab (CDL) program at the University of Wisconsin-Madison, which guides and supports innovative technology startups. I'm also on the Advisory Council for the Center for Applied AI (CAAI) at the University of Chicago's Booth School, which supports cutting-edge research at the intersection of AI and social sciences.
AI IS CHANGING SO FAST THAT EVEN EXPERIENCED DEVELOPERS AND DATA SCIENTISTS ARE HAVING TO RE-LEARN HUGE BODIES OF KNOWLEDGE EVERY FEW MONTHS, WHICH MEANS THAT AN ENGAGED, DILIGENT NEWCOMER CAN DEVELOP A USEFUL LEVEL OF EXPERTISE
What are your goals and aspirations for the next phase of your career, and how do you see yourself contributing to the field of AI and innovation?
It’s hard for me to imagine a place where I could make a greater contribution to AI and innovation, especially in terms of its impact on business and customer experience, than in my role leading QuantumBlack. In the five years since I came onboard, QB has already grown dramatically, developing a wide range of proprietary and open-source AI resources which are embraced around the world, largely through the efforts of QB Labs.
It’s both gratifying and fascinating to see what new things are possible, and what we’re able to create and implement, through this combination of talent, passion, and partnership. I can’t wait to see where it takes us next.
What advice would you give to young professionals looking to build a career in AI, innovation, and sustainability?
AI is changing so fast that even experienced developers and data scientists are having to re-learn huge bodies of knowledge every few months, which means that an engaged, diligent newcomer can develop a useful level of expertise.
I’d also encourage young professionals to look beyond those aspects of AI that are getting the most hype and attention. While the models are getting more powerful, there’s still a huge amount of work to be done in implementation, the “last mile” of AI, where it interacts with humans and solves real-world problems. Solving the problem of how to apply new AI capability to familiar problems is going to take an incredibly wide range of expertise, not just “AI” expertise.
Refining the Nexus of AI, Diplomacy, & Governance for a New Era Paula Osborn
Deputy Chief Data and AI Officer, U.S. Department of State
Paula Osborn is the Deputy Chief Data and AI Officer at the U.S. Department of State, where she leads enterprise efforts to scale AI adoption, strengthen data governance, and modernize global diplomacy through emerging technologies. She oversees cross-functional teams responsible for GenAI deployment, data platform development, AI governance, and international data and AI partnerships across 22 bureaus and 200+ overseas posts.
Previously, Paula served as the Chief Data and AI Officer the U.S.’ United Nations work, and as a senior data scientist with the Center for Analytics and the Bureau of International Narcotics and Law Enforcement Affairs. Her work has included extended deployments to U.S. Embassies in Moscow, Kyiv, Kabul, and Mexico City, and she has served as an elections monitor in Siberia for the Organization for Security and Cooperation in Europe. Paula was named to CDO Magazine’s 40 Under 40 Data Leaders list in 2024 and recognized as one of its Global Data Power Women in 2025.
Recently, in an exclusive interview with CIO Magazine, Paula shared insights into her career journey, passion for leveraging AI to drive meaningful impact in diplomacy, and her approach to staying current with the latest developments in AI and technology. She discussed her philosophy on leadership and success, advice for young professionals looking to enter the field of AI and diplomacy, and much more. The following excerpts are taken from the interview.
AI IS ONE OF THE MOST EXCITING DISRUPTORS OF OUR TIME, NOT BECAUSE IT WILL REPLACE HUMANS, BUT BECAUSE IT WILL REDEFINE WHAT HUMAN WORK CAN BE
Hi Paula. What inspired you to pursue a career in AI and diplomacy?
I’ve always loved math and I’ve always loved languages, which are two areas people usually keep pretty separate. But I couldn’t choose between them, so I didn’t. I double-majored in Psychological & Brain Sciences and Spanish in undergrad, then went on to get master’s degrees in both Public Policy and Russian, East European, and Eurasian Studies. It was at the State Department that I finally got to bring it all together, analytical thinking and cultural fluency, logic and nuance, all in one place.
I never set out to work in AI specifically, but I’ve always been interested in systems (being a natural systems thinker) on how to make systems - governments, policies, institutions - work better for people. At my first job working on Afghanistan at the State Department, I quickly realized data could help uncover structural problems and drive smarter decisions. That curiosity eventually evolved into a passion for AI, not as a buzzword, but as a tool with the potential to improve diplomacy, decision-making, efficiency, and more. I wanted to make sure my lovely Department of State was at the forefront of AI and innovation, to be the best. And we are!
What do you love the most about your current role?
I love that there is no playbook. At the State Department, I get to help define what it means to be data- and AI-driven in a 21st century foreign policy institution. My team is building enterprise platforms, launching internal GenAI tools, and shaping governance frameworks, all while working across numerous DC bureaus and 200+ overseas posts. It’s complex, political, and often messy but it’s so meaningful. I love getting
to work at the intersection of innovation, bureaucracy, and diplomacy.
What role do you see AI playing in shaping the future of work and society?
AI is one of the most exciting disruptors of our time, not because it will replace humans, but because it will redefine what human work can be. It’s going to shift what skills are valued, how people spend their time, and even what we consider “expertise.” I see this as a generational opportunity: to offload repetitive, soul-draining parts of work and reimagine roles around judgment, empathy, creativity, and decision-making.
In HR, that might mean spending less time manually screening resumes and more time designing inclusive, values-based hiring strategies. In procurement, professionals will move from endless paperwork to managing intelligent systems that anticipate needs, flag risks, and recommend sourcing options. In diplomacy, AI can help with briefing preparations, writing, and processes volumes of information quickly, moving from face-toscreen time to more face-to-face time. What I try to stress to people is that the big shift is that AI won’t eliminate our jobs, it will shift how we spend our time in our jobs.
How do you stay current with the latest developments in AI and technology?
It’s a mix of formal and informal channels. I make a point to read every major media article on AI as soon as it drops because I need to be ready to explain it to a principal or weigh in with my perspective to leadership, often with little notice. And with AI being so hot right now, this is pretty frequent.
I also dig into technical papers, stay active in interagency working groups, and listen to podcasts that break down both the hype and the nuance. But I probably learn the most from my team, engineers, data scientists, and program analysts who are building and testing AI systems every day. And yes I also watch TikToks. Some of the best prompt engineering tips and real-world commentary on tech adoption come from social media. Staying current means meeting the information where it lives and right now, it lives in a lot of places.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
I’ve always acted in the face of risk (frequently to the dismay of my loved ones), because my fear of not trying has consistently outweighed my fear of failing. That mindset has shaped everything from joining the Peace Corps, to working in conflict zones, to stepping into leadership roles in spaces where people didn’t expect someone like me.
I’m also a textbook idealist. I joined public service because I want to make the world better. That hasn’t changed. I believe government can work. I believe institutions can evolve. And I believe AI, if done right, is one of the most powerful tools we have to do good at scale.
My philosophical grounding is Stoicism; Marcus Aurelius’ Meditations is the book I reread most. It reminds me to focus on what’s in my control, act with integrity, and stay missionfocused even when things are hard (which is often). I’ve never had a traditional tech background, but I’ve built credibility by doing the work and delivering results, repeatedly. I
don’t chase titles. I focus on outcomes, and I try to make space for others, especially women and women of color, to lead unapologetically.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve never had an idol. I always knew my path would be different, so I never really looked at someone else and said, “I want to be her.” That said, I’ve had a lot of people help me get here.
First and forever - my mom. She’s been my number one hype woman from day one. She basically brainwashed me with love and belief in myself, and that level of delusional confidence? It sticks. She made me think I could do anything, and that kind of foundation changes you.
Professionally, I’ve been lucky. So many people, women and men, have given me advice, handed me stretch projects before I thought I was ready, and just quietly believed in me. I’ve never forgotten those acts. And I try to pay it forward.
What are some of your passions outside of work? What do you like to do in your time off?
I’m a lifelong athlete and total sports junkie. I ran track in high school and college, and now I channel that competitive energy into playing, watching, and obsessing over all sports, especially through fantasy leagues and Michigan football.
I also love anything that makes me feel alive: traveling to new countries, being outside, dancing until 2am, or just saying yes to spontaneous plans. I rarely plan my weekends and I like it that way.
I’m also a reader, a writer, and a DIY home repair enthusiast. Right now, I'm learning to fix up bathrooms through ChatGPT and YouTube. And I’m working on a book that blends memoir and manifesto, about women choosing nontraditional paths and redefining what fulfillment looks like (who knows if I’ll finish it, but it’s about the journey). For me, learning new things and staying in motionphysically, intellectually, emotionally - is a big part of what keeps life joyful.
What is your favorite quote?
“Love nothing but that which comes to you woven in the pattern of your destiny” – Marcus Aurelius
What is your biggest goal? Where do you see yourself in 5 years from now?
You know, whenever I’m asked this question, I think back to what I was doing five years ago, and I never could have imagined I’d be where I am now. That’s taught me not to get too fixated on any single destination. I’m a competitive high achiever, yes, but I’ve learned that if I lock in on one vision of the future, I might miss something even more fulfilling.
So instead of setting rigid goals, I stay grounded in values. I want to help people. I want to do meaningful work. I want to make the world better—whether that’s through mentoring, writing, policy, or building AI tools that make people’s lives easier and possibly more fulfilling.
That said, in five years I could see myself leading my own firm, helping governments organizations become AI-enabled in ways that reflect their own values and contexts. I want to help shape the global AI governance
THERE’S NO PREDEFINED “AI + DIPLOMACY” PATH; YOU BUILD IT AS YOU GO. START
LEARNING. UNDERSTAND THE SYSTEMS. STUDY POWER. LEARN HOW GOVERNMENT ACTUALLY WORKS
conversation, not just from a technical perspective but from a deeply human one. And I want a life that feels expansive - more time creating, traveling, mentoring women, and living in a way that reflects not just what I can do, but who I am.
What advice would you give to young professionals looking to enter the field of AI and diplomacy?
Don’t wait for permission. There’s no predefined “AI + diplomacy” path; you build it as you go.
Start learning. Understand the systems. Study power. Learn how government actually works. And maybe most importantly - don’t leave your full self at the door. If you’ve been told you’re too young, too different, too “nontechnical,” this space needs you the most. The future of AI in diplomacy isn’t just about models and algorithms. It’s about people, values, and impact. We need more voices in the room, especially ones that don’t sound like the status quo.
Dr. Marcela Paola Vizcaychipi
Chief Clinical Information Officer, Chelsea and Westminster Hospital NHS Foundation Trust
Empowering Clinicians with Digital Literacy
Dr. Marcela P. Vizcaychipi is a consultant in anaesthesia and intensive care and a leading figure in the UK's digital health landscape. As Chief Clinical Information Officer at Chelsea & Westminster NHS Foundation Trust and The Hillingdon Hospital, she has been instrumental in spearheading the digital transformation of patient care. A certified Chief Digital Officer from the Massachusetts Institute of Technology (MIT), her background provides a unique clinical perspective to her work in health informatics. A dedicated innovator, she is also a director of the UK Digital Health & Care association and an IEEE SA CertifAIEd AI Lead Assessor, championing digital literacy and the safe, ethical adoption of AI to empower healthcare professionals.
Recently in an exclusive interview with CIO Magazine, Marcela shared insights on her career journey, the evolving role of Chief Clinical Information Officers, the future of artificial intelligence in healthcare, personal hobbies and interest, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
IN THE FUTURE, A CCIO WILL BE A STRATEGIC LEADER, A CLINICAL SAFETY EXPERT, AND AN INNOVATOR ALL ROLLED INTO ONE
Hi Marcela. What inspired you to pursue a career in healthcare and clinical research?
My journey into healthcare began with a fascination for the complexities of the human body and a desire to make a tangible difference in people's lives. I've always been driven by a deep sense of purpose, particularly in critical care, where every decision can have a profound impact. Clinical research, for me, became a natural extension of that passion, offering a way to not only treat patients but also to understand the underlying mechanisms of disease and develop new, evidence-based treatments. It was this dual commitment to both compassionate care and scientific inquiry that ultimately shaped my path.
What do you love the most about your current role?
What I love most about being a Chief Clinical Information Officer is the opportunity to be a bridge between two worlds: the clinical and the digital. It's incredibly rewarding to translate the needs of clinicians and patients into technological solutions that improve care, safety, and efficiency. I have the privilege of leading initiatives that not only modernise our hospitals but also empower our staff and ultimately enhance patient outcomes. My current role allows me to innovate at scale, driving systemic changes that make a real difference in how healthcare is delivered.
How do you see the role of CCIO evolving in the future, and what skills will be required to succeed in this role?
The role of the Chief Clinical Information Officer is evolving at a rapid pace, moving beyond the traditional implementation of
electronic patient records. In the future, a CCIO will be a strategic leader, a clinical safety expert, and an innovator all rolled into one. Success in this role will require a strong understanding of emerging technologies like AI and machine learning, coupled with the ability to lead cultural change and drive digital literacy. The ideal CCIO will be a collaborator who can foster trust between clinicians and technologists, ensuring that new digital tools are not just adopted but are also safe, effective, and truly useful.
What role do you think artificial intelligence and machine learning will play in healthcare in the future?
Artificial intelligence and machine learning will play a transformative role in the future of healthcare, moving from a novel concept to an essential tool. We'll see AI being used to analyse vast amounts of clinical data to predict patient deterioration, personalise treatment plans, and streamline administrative tasks. In clinical research, it will accelerate the discovery of new drugs and therapies. The challenge, however, will be ensuring its safe, ethical, and transparent adoption. As an AI Lead Assessor, I’m working to develop the necessary frameworks and policies to ensure that this technology is used responsibly to support clinicians, not to replace their expertise.
Is there a particular person you are grateful for who helped get you to where you are?
Throughout my career, I've been fortunate to have many mentors and colleagues who have supported me. However, a particular person who stands out is Germán Braillard Poccard, one of my early mentors who taught me the
importance of being a compassionate and honest clinician. His guidance instilled in me a fundamental belief that leadership is about more than just technical expertise; it's about integrity and a genuine commitment to serving others. I carry that lesson with me every single day.
What are some of your passions outside of work? What do you like to do in your time off?
In my personal time, I find my passions are a fantastic counterpoint to the demands of my professional life. A significant part of this is my commitment to running. I'm a particularly early riser, and you'll find me out on the pavement at 5:30 a.m. This year, my focus was the London Marathon, a challenge I was deeply invested in and trained hard for.
My running community is also incredibly important to me, especially the weekly Parkrun events. My local one is Sunny Hill, and it's a vital part of my Saturday routine. I'm joined by my husband, Simon, and we both really enjoy the camaraderie and sense of community among the local runners. I have just achieved my personal best in Jamaica Pond Park run achieving an age grade of 75.8%.
On top of this, I have a profound passion for painting. It's a creative outlet that allows me to disconnect and express a different kind of energy, offering a much needed balance to my work schedule.
What is your favourite quote?
One of my favourite quotes is by Albert Einstein: “The important thing is not to stop questioning. Curiosity has its own reason for existing.” It resonates deeply with me because
AS AN AI LEAD ASSESSOR, I’M WORKING TO DEVELOP THE NECESSARY FRAMEWORKS AND POLICIES TO ENSURE THAT THIS TECHNOLOGY IS USED RESPONSIBLY TO SUPPORT CLINICIANS, NOT TO REPLACE THEIR EXPERTISE
it encapsulates the spirit of both a clinician and a researcher. It reminds me to always maintain a sense of wonder and to never stop seeking knowledge, whether it's about a patient's condition or a new technological solution.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue to lead the charge in making healthcare safer and more efficient through digital innovation. Over the next five years, I hope to see the full implementation of a seamless, data-driven healthcare system across the UK. I aim to be at the forefront of this transformation, not just implementing technology but also fostering a culture where all healthcare professionals are digitally literate and empowered to use these tools effectively. I see myself continuing to work on a larger scale,
influencing national and international policies on digital health and AI safety.
What advice would you give to young healthcare professionals looking to advance their careers?
My advice to young healthcare professionals is to embrace curiosity and be open to new opportunities. Don't be afraid to step outside of your comfort zone and to learn a new skill, especially in the digital space. The future of healthcare is inextricably linked to technology, so developing a strong understanding of health informatics will be a significant advantage. Seek out mentors, be a lifelong learner, and always remember that a career in healthcare is not just a job; it is a chance to make a profound impact on people's lives.
Empowering Organizations through AI and Data Science
Chandra Shukla
Senior Consultant, EY
Chandra Shukla is an AI & Data Consultant at Ernst & Young (EY), where he helps Fortune 500 clients leverage advanced AI, machine learning, and optimization for critical enterprise applications. He has also developed Agentic AI solutions for the private equity (PE) sector to drive sustained business advantage for investors and portfolio companies. Chandra has a long history of applying AI across financial services and multiple other industries prior to joining EY. He enjoys advising startups dedicated to harnessing AI for the strategic and competitive advantage of the industry.
He attended an Ivy League MBA program as a Merit Scholar, earned a master’s degree from the University of Michigan, serving in academic leadership roles, and graduated at the top of his class from IIT in India. He is an IEEE Senior Member and also advises academic programs in universities focused on AI. He mentors at UC Berkeley’s Big Ideas Contest and was a Data Science for Social Good Fellow during his time at Michigan. His contributions have been recognized by his previous company leaderships and at the industry level for critical roles. He collaborates with corporate leaders, consulting firms, and venture investors to advance AI adoption and innovation.
“Views expressed in this interview are personal and do not reflect the views of EY or its affiliates.”
Recently, in an exclusive interview with CIO Magazine, Chandra shared insights into his career journey, the transformative power of AI, the secret mantra behind his success, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What inspired you to pursue a career in technology, and what were some early challenges you faced?
I was naturally good in science and math since childhood, and there was also a strong cultural preference for engineering in the environment I grew up in. So, in many ways, both internal and external forces converged toward a career in technology. It felt like the most logical and empowering path.
Another significant factor in shaping my journey was the rapidly changing environment I grew up in. My father had a transferrable job, so we changed schools and cities every few years. It was a bit like a slash and burn civilization where nothing was accumulative, and I had to restart each time. That taught me resilience, adaptability, and how to stay on my toes. At the time, it felt like constant disruption, but now I see it as essential training. Each move forced me to rebuild, to reestablish myself, and to grow sharper socially and intellectually. These early resets helped me become a systems thinker, someone who doesn't just survive complexity but thrives in it. Now, I realize that those very disruptions mirror the essence of the tech world I work in. Technology is about constant change and reinvention-and I genuinely enjoy operating in such dynamic environments.
What
do you love the most about your current role?
My current role allows me to empower people, teams, and organizations through the transformative power of AI and ML. We help increase productivity, optimize decisionmaking, and create measurable impact on both the top and bottom line. What excites me most is seeing how data and technology can
unlock hidden potential, whether it's enabling smarter operations, faster innovation, or deeper human insight. I also love working across disciplines, bridging the gap between strategic intent and technical execution. And finally, I take great satisfaction in mentoring others and contributing to a culture that values continuous learning, experimentation, and ethical innovation.
How do you see AI transforming industries in the next 5–10 years, and what role do you think data scientists will play?
In the time to come, the pace of technological innovation will accelerate even further, reshaping industries across the board. AI will become not just a support tool, but a dynamic driver of value creation, automating decision making, reimagining customer experiences, and enabling real time adaptability in operations.
At the same time, the barrier to entry into the field of data science will continue to lower due to widespread availability of tools, models, and platforms. This democratization will lead to more participation, but also more noise-so the true differentiators will be those who can deliver lasting, human centered value. Skills like emotional intelligence, empathy, systems thinking, and ethical foresight will become crucial for data scientists to lead with impact.
In that future, data scientists won’t just be coders or analysts, they’ll be designers of adaptive ecosystems, facilitators of trust in intelligent systems, and translators between humans and machines. The ones who can combine technical expertise with deeply human skills will shape the next era of AI transformation.
What qualities do you believe are essential for effective leadership in AI and data science, and how do you embody those qualities?
Effective leadership in AI starts with having a clear sense of purpose, keeping the bigger goal in mind and treating AI as a supporting driver, not the destination. Leaders must know how to align technology with meaningful outcomes. Beyond that, clarity of vision, adaptability, and an ethical mindset can take leaders very far. As the landscape evolves rapidly, the ability to simplify complexity, bring diverse teams together, and stay grounded in the human impact of AI is what sets true leaders apart. I aim to lead by example, using systems thinking to solve root problems, creating frameworks others can build upon, and always driving toward long term, sustainable impact.
What trends or advancements in AI are you most excited about, and how do you see them impacting your work?
AI is empowering people across the globe by unlocking access, insights, and capabilities that were once limited to a few. As the cost of development and deployment continues to decrease, the playing field is becoming more level. Individuals, startups, and organizations of all sizes can now tap into cutting edge tools. This is both exciting and humbling. However, AI is also a double-edged sword. Its misuse can lead to ethical, social, and economic consequences. So, it must be used with responsibility and intention. In my work, I try to channel these advancements to create systems that are not only intelligent but also aligned with human values.
AI WILL BECOME NOT JUST A SUPPORT TOOL, BUT A DYNAMIC DRIVER OF VALUE CREATION, AUTOMATING DECISION MAKING, REIMAGINING CUSTOMER EXPERIENCES, AND ENABLING REAL TIME ADAPTABILITY IN OPERATIONS
I SEE MYSELF BUILDING PLATFORMS THAT NOT ONLY TRANSFORM BUSINESSES BUT ALSO ENABLE MORE ETHICAL, SUSTAINABLE, AND HUMAN ALIGNED GROWTH. I WANT TO BE KNOWN FOR THE SYSTEMS I BUILT AND THE LEADERS I HELPED SHAPE
I’m especially excited about foundation models and agentic systems that are moving us from automation to co-creation, where AI doesn't just respond but collaborates. These innovations shift how we think about workflows, impact, and the role of human agency in technology led transformation.
You were recently recognized among The Top 25 Artificial Intelligence Consultants and Leaders of 2025. Our readers would love to know the secret mantra behind your success. There are a large number of people who are far more capable but may not have made it to the list, and that makes me feel both humbled and grounded. Recognition is meaningful, but I always remind myself that it's not the full measure of someone's journey or contribution. If I had to distill the core of my approach, I’d say: persistent learning, strategic patience, and showing up where others hesitate. I’ve learned to be comfortable operating at the edges, between business and tech, strategy and execution. That mindset has helped me consistently bring structure to ambiguity and build resilient systems that adapt and scale. And I never stop refining the systems I build, whether it’s for clients or for myself.
Is there a particular person you are grateful for who helped get you to where you are?
I’m deeply grateful to mentors who believed in me at times when I didn’t have the pedigree or credentials others expected. One former manager in particular pushed me to think not just about solving problems but about solving
problems in ways that scale, evolve, and invite others to build on them. That mindset changed everything for me.
With every winning match, there are many others that came before it, moments of loss, mistakes, and setbacks. They all contributed. I’m thankful for those experiences because they made me harder, stronger, and more grounded.
I’m also deeply appreciative of the people, resources, and opportunities that came along the way and helped me discover my path.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I enjoy long meditative walks and reflective thinking. I’m drawn to systems, whether in nature, philosophy, or strategy. I often write, sketch out frameworks, or study how different disciplines intersect. It’s not just downtime, it’s how I recharge and realign.
What truly brings me joy is having free flowing, unstructured conversations with friends who are far more brilliant than I am. There’s something magical about wandering through big questions with no agenda, it’s intellectually nourishing and emotionally grounding. These dialogues keep me connected, inspired, and curious.
I’m also deeply interested in Ayurveda and Vedic thought, which keeps me rooted and offers a timeless lens on balance, purpose, and wellbeing.
What is your biggest goal? Where do you see yourself in 5 years from now?
In five years, I want to be leading an innovation unit at the intersection of AI, strategy, and system
design, either within a global enterprise or through my own firm. I see myself building platforms that not only transform businesses but also enable more ethical, sustainable, and human aligned growth. I want to be known for the systems I built and the leaders I helped shape.
But more than titles or roles, my biggest goal is to make a humble attempt to leave the world better than I found it. I aspire to give back to society far more than what it has given to me, in both tangible and intangible ways. Whether through the technologies I help build, the people I mentor, or the systems I influence. I want to contribute to something larger than myself.
What advice would you give to aspiring data scientists and AI leaders looking to make a similar impact?
Don’t just chase skills, chase systems. Learn how decisions are made, how incentives are designed, and how change really happens. Build fluency across domains business, behavior, and data.
And most importantly, don’t get caught up in chasing technology for its own sake. Try to see the world more holistically and understand where technology fits within the broader objective. When you operate with that clarity, technology becomes a powerful means, not the end.
And finally, don’t wait for permission to lead. Start designing, start building, and bring others along. Your impact isn’t just in the models you build, it’s in the change you make possible.
REIMAGINING THE FUTURE OF WORK: 202 6- 202 8
Jan Spinder
Managing Director, Converge IQ
Jan Spinder is the Managing Director of Converge IQ and a seasoned technology and business transformation leader with over 25 years of experience across government, education, utilities, and enterprise sectors in Australia and New Zealand. He has led pioneering initiatives, including a real-time traffic monitoring application and the world’s first AI permit enquiry application for local government. He brings deep expertise in system architecture, digital strategy, and intelligent automation. With a Master’s degree in International Law, Jan combines business acumen and strategic insight with a passion for bringing smart, practical solutions to life, helping organisations solve real-world problems through technology and innovation.
We are in the middle of a new transformation. Across boardrooms and operations centres, Artificial Intelligence (AI) and intelligent automation are reshaping how organisations compete, deliver value, and define success. My passion is bringing smart, useful technology to life when it solves real business problems, and we're witnessing this at unprecedented scale as the future of work takes shape.
AI, Machine Learning (ML), and intelligent automation are no longer emerging; they’re rapidly becoming the engines of how organisations operate, collaborate, and grow.
For CIOs, this shift goes beyond technology, it’s a mandate to lead with clarity, empathy, and strategic intent.
From Experimentation to Enterprise Core:
In just a few years, AI and ML have shifted from pilot projects to the centre of enterprise strategy. Predictive analytics now steer supply chains, personalised algorithms shape customer experiences, and capabilities like fraud detection, logistics optimisation, and attrition forecasting are becoming standard practice.
PREDICTIVE ANALYTICS NOW STEER SUPPLY CHAINS, PERSONALISED ALGORITHMS SHAPE CUSTOMER EXPERIENCES, AND CAPABILITIES LIKE FRAUD DETECTION, LOGISTICS OPTIMISATION, AND ATTRITION FORECASTING ARE BECOMING STANDARD PRACTICE
This evolution isn’t about adding new tools - it’s about changing how organisations think and operate. CIOs are being tasked to build scalable AI ecosystems that integrate seamlessly with data platforms and uphold rigorous governance and ethics. The imperative is to deliver systems that are not only powerful, but also transparent, fair, secure, and tightly aligned to measurable business outcomes.
The AI Foundation:
AI is evolving from a futuristic concept to the backbone of modern enterprise operations. Today's AI systems handle complex decisionmaking, pattern recognition, and predictive modelling at enterprise scale, processing large datasets to uncover insights in real-time while continuously learning and improving.
This evolution has created the foundation for intelligent automation: enabling systems that don't just execute tasks, but reason, adapt, and optimise autonomously. AI is no longer a competitive differentiator; it's becoming essential infrastructure for operational efficiency and strategic agility.
Intelligent Automation: Automation once meant scripting repetitive tasks. Today it means building systems that learn, adapt, and decide. Intelligent automation, the fusion of Robotic Process Automation, AI, and ML is redefining what’s possible. Invoice-processing engines no longer just extract data; they flag anomalies and predict late payments. HR onboarding flows reconfigure themselves by role, location, and compliance. These aren’t prototypes, they’re running in production and resetting expectations.
The shift from rule-based to cognitive automation means systems don’t just execute; they improve. As they mature, they move people from keystrokes to judgment, freeing capacity for creative, strategic work.
Human-AI Collaboration:
AI amplifies human capability, but it’s also displacing some work, especially routine, repeatable roles. Data entry, basic admin, and tier-one support are increasingly automated, with the greatest impact on lower-income workers.
That makes ethics non-negotiable. CIOs and their executive peers must pair automation with opportunity: funded reskilling and upskilling, clear internal mobility paths, career-transition support, and inclusive design. Build systems that are explainable and accessible, and measure success by productivity and equity. Done well, humanAI collaboration becomes a bridge to better jobs and broader participation, not a barrier that leaves people behind.
CIO 2.0:
The CIO role is shifting rapidly, from custodians of infrastructure to architects of enterprise transformation. Our mandate is to align technology with measurable business outcomes, and to do so responsibly.
That demands robust governance: ensuring data quality, mitigating bias, and embedding ethics and security by design. It also requires cross-functional partnership with HR, Legal, and Operations to ready the workforce for change.
In my experience, talent is the multiplier. Focus on upskilling, create innovation hubs and sandboxes, and get teams hands-on with emerging
ALGORITHMS NOW SHAPE OUTCOMES IN HIRING, CREDIT, HEALTHCARE, AND PUBLIC SAFETY, SO THE RISKS OF BIAS, EXCLUSION, AND UNINTENDED HARM ARE REAL
tech. The goal isn’t just to be AI-enabled, but AI-literate; building a culture where curiosity is encouraged and experimentation is safe.
Ethical and Social Dimensions:
AI deployment is more than a technical exercise, it’s a moral responsibility. Algorithms now shape outcomes in hiring, credit, healthcare, and public safety, so the risks of bias, exclusion, and unintended harm are real. CIOs must lead with integrity by embedding ethics into design and operations:
Bias mitigation — Detect, measure, and correct systemic bias in data, features, and models.
Explainability & contestability — Make decisions understandable and open to challenge.
Privacy & consent — Minimise data, protect it rigorously, and comply with global standards.
Inclusive design — Involve diverse users and stakeholders throughout the lifecycle.
Ethical AI isn’t a checkbox; it’s a culture and it requires visible, sustained CIO and executive leadership.
Overcoming Implementation
Challenges:
AI and automation are compelling, but execution can be complex. Legacy platforms, fragmented data, and siloed teams slow integration. Talent is scarce, especially those who blend technical, strategic, and ethical skills, and resistance
surfaces when automation threatens established roles and workflows.
Win with a phased, value-first approach. Start with a few high-impact use cases to prove ROI and build momentum. Invest in data foundations, clean, connected, governed. Stand up cross-functional squads to drive ownership. Pair delivery with upskilling and clear change management. Above all, communicate the why as well as the what and how, when people understand the purpose, they’re far more likely to support the plan.
New Era of Work:
Work is becoming more fluid, intelligent, and collaborative. Autonomous enterprises are emerging, where AI doesn’t just inform decisions, it drives them. Teams reshape, roles evolve, and value is co-created by humans and machines.
This is our moment to shape that future, not just by deploying tech, but by designing systems that are inclusive, ethical, and human-centric. The choices we make now will determine how work feels, functions, and flourishes in the years ahead.
AI and intelligent automation are no longer tools; they’re strategic imperatives and CIOs must lead with vision. Start with high-impact use cases, invest in data foundations, build crossfunctional teams, and pair every deployment with workforce development. Let's ensure productivity and dignity rise together.
Wa n t t o S e l l o r fi n d
I nve s t o rs f o r yo u r
B u s i n e s s ?
Navigating the Next Wave of AI Breakthroughs Marc Ashworth
CISO, First Bank
Marc Ashworth, Senior Vice President and Chief Information Security Officer at First Bank, is a respected IT executive with over 30 years of experience in cyber and physical security, IT/security architecture, and management. Marc is a published author, public speaker, and hosts the “The Cyber Executive” podcast. In addition, he is the Chairman of the Missouri Bankers Association Technology Committee, Webster University Cyber Advisory board, Co-Founded the State of Cyber annual security conference, and a Lifetime member of FBI Citizens Academy. He is a former board officer and treasurer for the St. Louis InfraGard Alliance. Possessing security certifications in CISSP, CISM, CRISC, Security+ and other certifications, Marc currently oversees First Bank’s information security, financial crimes unit, physical security, and the network services departments.
Recently, in an exclusive interview with CIO Magazine, Marc shared insights into his career journey, the evolving role of the CISO, and his perspectives on cybersecurity, leadership, and innovation. Marc discussed the impact of AI on the CISO role, the importance of balancing business value with risk management, and his passion for staying current with industry trends. He also highlighted the value of soft skills, emotional awareness, and continuous learning for aspiring cybersecurity professionals. The following excerpts are taken from the interview.
Hi Marc. Can you walk us through your career journey and how you've evolved as a CISO?
I’ve always been interested in technology even as a kid. During college I worked in IT operations for a trucking company, and for many years after college I was developing code while maintaining networks and servers. I spent many years consulting where I worked on development, server, network and security projects for companies ranging in size from small family owned to large Fortune 100 companies. I spent a few years with a large physician group as there CIO/CSO and then went into aerospace manufacturing as their head of IT. I have always been a technical person due to the size of the organization until I came to First Bank where I have been a strategic leader as the CISO.
What do you love the most about your current role?
I love the constant change in security. Threats quickly evolve and I find that challenging. As well as finding ways to safely enable the business.
How do you see the role of the CISO evolving in the next 5-10 years, and what opportunities or challenges do you foresee?
AI is a game changer in business in so many ways and security/risk is one of them. I feel the geo-political world will remain relatively hostile and will continue to drive cyber risks. The CISO will need to continue to drive business value while balancing those risks and managing legacy hardware and software risks.
What qualities do you think are most important for a CISO to possess, and how do you embody those qualities?
I believe a technical background is important to be able to understand the technical risks associated with IT initiatives. However, it is also important to understand business and to be able to translate the technical risks to business risks.
What inspired you to start your podcast, and what topics do you focus on?
I had been told by several people that I should start my own podcast. I do a lot of public speaking and many of those followers were saying the same thing. So, in February of 2025 I launched “The Cyber Executive” podcast to talk about cyber, technology and leadership. However, we also talked about other important topics such as health, stress management and business. Unlike other podcasts where leaders talk about their journey to leadership, or the latest news I wanted a podcast that dives into relevant topics and get the thoughts of c-suite leaders on those topics.
Is there a particular person you are grateful for who helped get you to where you are?
I can’t say there has been just one person that has mentored me over the years. I have worked with so many great people and I have tried to take what I have learned from them.
What are some of your passions outside of work? What do you like to do in your time off?
I like to work out, whether it is in the gym, running, hiking or just a nice walk outside with my wife. I grew up in the outdoors and
THE CISO WILL NEED TO CONTINUE TO DRIVE BUSINESS VALUE WHILE BALANCING
THOSE
RISKS
AND MANAGING LEGACY HARDWARE AND SOFTWARE RISKS
to this day I still love being out in nature. We recently started camping again and I’m really enjoying that time outside. Likewise, anytime I can spend time with my family and friends is important. We are recent empty nesters so time with my kids is even more valuable.
How do you stay current with the latest trends and advancements in cybersecurity and IT?
I listen to various podcasts, check the various news sites, and technology magazines such as CIO Magazine. I don’t read many books, but I read a lot of articles and listen to podcasts. I also have a great peer group where we actively share information.
What is your biggest goal? Where do you see yourself in 5 years from now?
I hope to still be doing security and as a CISO. Hopefully my podcast will still be going strong, I’m sure it was change in how it is being done currently. I also hope to continue to do public speaking at various events.
What advice would you give to someone looking to build a career in cybersecurity or IT leadership?
You must be passionate about what you do. I don’t care if it is cyber, technology, teaching, baking or whatever it is. Just be passionate about it and others around you will see that passion and it will inspire them as well. Concentrate on the soft skills for leadership, and your own emotional awareness. You also must be able to manage stress in a healthy way. Exercise in some form or another is a great way to do that. Never quit learning and use whatever means to learn that is right for you.
Driving Business Success through Digital Innovation
Dr. Ashwani Dev
Vice President, Digital Business and Innovation, Crowley
Dr. Ashwani Dev is the Vice President of Digital Business and Innovation for Crowley Maritime Corporation. He leads the digital transformation and innovation execution to enhance and scale business agility and competitiveness. Dr. Dev brings more than two decades experience in AI leadership management, digital business transformation execution, product management, and business incubation. Before Crowley, he worked for Halliburton Corporation and Ion Geophysical Corporation. He is a globally recognized thought leader, invited speaker and holds multiple patents in logistics and oil and gas exploration. Dr. Dev has a doctorate in Geophysics from the University of Texas at Dallas.
Recently, in an exclusive interview with CIO Magazine, Dr. Dev shared insights on his background and areas of expertise in digital business transformation, highlighting his experience in leading unique and transformative digital initiatives focused on customer and business innovation through AI and emerging technologies. Dr. Dev also shared his perspective on artificial intelligence's role in digital business, personal sources of inspiration, future plans, words of wisdom, much more. The following excerpts are taken from the interview.
CDO
ROLE SHOULD DEVELOP THINK TANK ADVISORY SKILLS TO HELP ASSIST AND PREPARE BUSINESS HEADS AND COO ABOUT THE TOP LINE AND BOTTOMLINE IMPROVEMENT POSSIBILITIES THROUGH A TACTICAL AND STRATEGIC LENSES
Hi Dr. Dev. Please tell us about your background and areas of expertise.
Over two decades, in various leadership roles, I have had the opportunity to lead unique and transformative digital initiatives focused on customer and business innovation by leveraging AI and emerging technologies. A significant part of my experience has been creating digital and AI organizations from ground-up to lead AI strategic initiatives for operationally intensive organization. Taking well established companies on business transformation journey
provided me an opportunity to develop an empathetic business first mindset where digital solutions are enablers. Some of the initiatives morphed into new revenue lines to demonstrate the B2B revenue opportunities. My experience has been from cradle-to-grave when it comes to digitally transforming the business or incubating a new business. It has been a fun journey. My expertise focuses on developing and executing digital business transformation strategy for mature organization. Managing and creating new digital innovation organization, business
centric AI innovation, P&L management, product incubation and business realignment.
What do you love the most about your current role?
I love that there is opportunity in large and unique company portfolios, to help scale business digitally, when teams are collaborative and motivated, and management is supportive. Our Chairman and CEO Tom Crowley values people, technology and new ideas through collaboration that can make Crowley a great experience for our customers and employees. This vision from the top helps create a culture of customer-centric, sustainable innovation.
How do you see the role of the Chief Digital Officer evolving in the next few years, and what skills will be most in demand?
A CDO role must become more strategically business oriented not just digitally savvy. The primary role of CDO is to enable business to become more future-focused competitive and growth oriented. A CDO must learn business at a deeper level to be effective not just at the technology level. CDO role should develop think tank advisory skills to help assist and prepare business heads and COO about the top line and bottom-line improvement possibilities through a tactical and strategic lenses.
What's your perspective on the role of artificial intelligence in digital business, and how do you see AI evolving in the next few years?
Artificial intelligence (AI) scope and ability to impact business will continuously improve
and evolve. Last two decades, the industry has seen evolution of Big data technologies, cloud, and machine learning as the core advancements used in advocacy of business transformation. Now, the large language model (LLM) innovation is impacting areas like coding, marketing content generation and customer support that may allow for greater enterprise efficiency, new models of working to maximize their business impact and reduce manual processing. There is certainly improvement in human productivity in certain areas. However, this must be governed by clear data and AI governance and discipline on data security and intellectual property.
The combination of business logic embedded agents making machine-to-machine decisions using machine learning, small language and large language models with selfservice consumption will be the future for B2B efficiency and growth. Over a period, rethinking of business models will redefine the business process, application and customer experience.
Companies with clear long-term end goals will reap the benefits, because technology is changing fast but value creation for customer is not happening at the same speed in short term nor the adoption. Also, the cost of the new solution has to be inline with business margin expectations else it will fall short on adoption.
At present, AI for B2B model exhibits potential at proof-of-concept level but value realization at the top and bottom-line revenue remains to be seen specially for service industry. I am here not talking about cloud, social media or pure data play companies.
How do you stay ahead of the curve in terms of digital trends and technologies, and what sources do you rely on for information?
I read a lot and keep myself educated through industry conferences, engage with startup accelerators and incubators, and reach out to peers in different verticals to compare notes and internal experimentation.
Is there a particular person you are grateful for who helped get you to where you are?
My wife Krishna Pallavi has been a constant support as she took a career break to support family and my career. My dad who is a retired teacher gave me freedom to choose my own path and taught me to help others without expecting anything in return. My PhD advisor Prof. George McMechan motivated me to learn through experimentation with real data.
What are some of your passions outside of work? What do you like to do in your time off?
I am passionate about healthcare challenges, especially around elderly care dealing with dementia and Alzheimer and kidney diseases prevention. I devote time outside of work educating and researching on those problems. Elder care will be one of the biggest problems in next 20-30 years around the world.
Beside science and innovation, I am very intrigued about how human brain works so my interest includes neuroscience, human behaviour and psychology. from brain to human psychology. Helping entrepreneurs develop new business ideas that can improve
human lives. Spend time with kids playing cricket and watching football.
What is your favorite quote?
Time is the most valuable asset - spend it wisely.
What is your biggest goal? Where do you see yourself in 5 years from now?
Create the maximum impact for the people and organization around me. We can make sense of life only by looking into the past because there is no reference in the future. My expectation is that after 5 years, I have even more capacity to meaningfully serve the people, organizations, and society.
What's your advice for organizations looking to build a strong digital foundation and drive sustainable growth?
Develop a long-term sustainable business growth strategy to build an effective digital foundation. Have a deeper evaluation of current business, customers and processes with lenses of 10-15 years projection. What worked in the pastmay not be sufficient blueprint for the future. Create a core team that understands business, customers and technology. Let this team becomes the digital brain for the customer experience, business and translate the business transformation requirements in terms of technology and process. Be measured and bold but- stay lean. Quantify the progress through measurable goals and end customer feedback. Be ready to remove ineffective people, process or software asap. Chase the business not technology.
