Being the smartest techie isn’t enough — CIOs win by speaking business, leading people and tying tech to real outcomes.
When I first became CIO, I believed my main advantage was my technical knowledge. I had spent years building systems, running projects and solving complex technology challenges. If something broke, I could usually trace the root cause. If a new platform came in, I knew how to evaluate it.
But very quickly, I realized that being the “best technologist in the room” wasn’t enough. In fact, it wasn’t even the job anymore.
The turning point came during a strategy session with the board of Philips Australia & New Zealand. I had presented a plan to modernize our infrastructure — cloud migration, scalability, security benefits — all the right boxes ticked. The response was silence. Then the CEO leaned forward and asked: “That’s great, but how does this improve our delivery to market? How does it help our customers and our staff?”
In that moment, I realized I was speaking the wrong language. I was framing everything in technical terms, while the rest of the table was focused on outcomes that directly touched people and the business.
That meeting reshaped my career. From then on, I made a conscious shift: I needed to become a business leader who happened to specialize in technology, not a technologist trying to explain the business.
Shifting languages: Business before tech
At Crowe Horwath, when I led technology across professional services, this shift was tested. Accountants and advisors didn’t care about the intricacies of infrastructure upgrades — they cared about client trust and the speed of delivering complex financial advice. My role became less about introducing new systems and more about enabling our professionals to deliver better outcomes for their clients.
Later, at ASTAD Project Management, part of Qatar Foundation and heavily involved in delivering projects for the 2022 FIFA World Cup, the lesson became even clearer. The stakes were enormous — multi-billion-dollar projects, immovable deadlines, global visibility. Conversations with executives and project leaders weren’t about server loads or data models. They were about risk mitigation, stakeholder transparency and ensuring projects stayed on time and on budget. Technology was just the enabler. Success was measured by outcomes.
This is what many call the “bilingual CIO” — fluent in both technology and business. According to Gartner, more than 70% of CIOs are now expected to be business leaders first, with technology knowledge as a supporting skill rather than the main focus. That shift mirrors my own experience.
Leading people, not just platforms
One of the most important lessons I’ve learned is that technology doesn’t transform businesses — people do. People follow leaders, not systems.
When I joined RASHAYS, one of Australia’s largest restaurant chains, the pace of change was relentless. Customer expectations were shifting toward delivery apps, digital ordering and loyalty platforms. On paper, my role was about implementing technology to meet those demands. In reality, I was leading change for chefs, servers and customers.
At first, adoption was slow. Staff saw new platforms as a burden, not a benefit. So I made a different change: We embedded IT leaders inside restaurant operations, not just at head office. They worked side by side with restaurant teams, listening, adapting and showing that technology was there to help, not disrupt.
The impact was immediate. Rollouts accelerated, adoption improved and morale lifted. Technology became part of the culture because we stopped pushing it at people and started building it with them.
BCG research confirms this: Companies that prioritize culture and people during digital transformation are 5x more likely to succeed. My experience at RASHAYS was living proof.
Lessons learned across industries
Looking back, each industry I’ve worked in taught me something unique about being a CIO:
- Healthcare (Philips): Technology is mission-critical but always in service of patients and staff. It taught me to always connect tech to human outcomes.
- Professional Services (Crowe Horwath): Trust is everything. Technology must enhance credibility and speed, or it fails.
- Mega-projects (ASTAD / Qatar Foundation): Scale and risk dominate. Technology is only as valuable as its ability to de-risk decisions and keep stakeholders aligned.
- Hospitality (RASHAYS): Speed, customer experience and culture matter most. Technology lives or dies based on frontline adoption.
Across these industries, the common thread is clear: the CIO’s job is not to deliver technology, but to deliver business outcomes enabled by technology.
Practical advice for today’s CIOs
For current and aspiring CIOs, here are five principles I’ve learned:
- Speak the language of the business. Frame proposals in terms of customers, revenue, cost savings and staff experience, not technical jargon.
- Measure success in outcomes, not uptime. Availability and performance are table stakes. Boards care about growth, efficiency and customer satisfaction.
- Invest in people as much as platforms. A technology that staff don’t adopt is a wasted investment. Empower teams to own the change.
- Balance curiosity with discipline. Explore new technologies like AI, but always test them against business value. Excitement must be grounded in ROI.
- Stay adaptable. The CIO role itself will keep evolving. Flexibility, resilience and empathy are as critical as any technical certification.
McKinsey has found that CIOs who focus on customer-centric outcomes deliver up to 2.5x more business value than those who remain tech-centric. This aligns with my own experience — it’s not the technology that creates impact, but how it’s applied.
The future CIO
Looking back across these experiences from professional services at Crowe Horwath, to healthcare at Philips, to mega-projects at ASTAD, to food services at RASHAYS, one theme is clear…the CIO role has permanently shifted. We are no longer just custodians of technology. We are business leaders who influence strategy, shape customer experience and deliver measurable outcomes.
That’s why I believe CIOs must be business leaders first, technologists second. Our teams expect it, our boards demand it and our organizations depend on it.
The technology will keep evolving — AI, automation, digital twins, cyber resilience — but the CIO’s true job is timeless: to connect technology to business value, people and outcomes. If we stay anchored in that, we’ll always be ready for whatever comes next.
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