What the Best CIOs Do Differently: A Guide for Aspiring Tech Executives

November 4, 2024 Carsten Krause 0 Comments CIO, leadership lessons 28 min read

By Carsten Krause, November 2, 2024

In the modern digital landscape, the role of the Chief Information Officer (CIO) has transformed from a technology custodian to a vital driver of business innovation, strategy, and growth. Today’s most effective CIOs are strategic visionaries who blend technical expertise with business insight to create value across the organization. Gone are the days when a CIO’s focus was solely on operational efficiencies and IT infrastructure; now, they are responsible for leveraging technology to influence revenue, shape customer experiences, and maintain a competitive edge.

The journey from an IT manager to a high-impact CIO is a challenging yet rewarding one. Based on my career in roles spanning IT strategy, security, architecture, and innovation across industries like consumer goods, supply chain, and enterprise software, I’ve seen firsthand how critical certain skills and leadership qualities are for success in this role. It’s not simply about managing technology but about leading teams, driving organizational change, and aligning technology with overarching business goals and continuously improving. As the founder of CDO TIMES, I help guide C-level leaders in building data, AI, and digital strategies that contribute directly to business outcomes, while consulting with major brands to help them reimagine their digital futures.

To equip aspiring tech executives with the tools needed to excel in this role, I’ve outlined ten essential leadership principles that distinguish the best CIOs. Each lesson reflects the unique blend of strategy, empathy, agility, and business acumen that top CIOs embody to drive impact and transformation. Let’s explore these foundational qualities that have the power to elevate IT leaders into business-oriented CIOs.

Key Leadership Lessons for Aspiring CIOs

Adopt a Business-First Mindset – Approach technology as a tool to achieve core business goals, recognizing opportunities to drive revenue.
Leverage Predictive and AI Technology – Anticipate needs and proactively address challenges through predictive analytics, explore innivation like AI, IoT and Generative AI enhancing operational efficiency.
Be an Architect of Innovation – Drive change by integrating emerging technologies that create new business models and improve customer experiences.
Develop a Strategic Roadmap – Balance short-term needs with long-term goals, ensuring your technology roadmap aligns with corporate vision.
Embrace Servant Leadership – Prioritize the growth and well-being of your team, fostering a culture of trust and collaboration.
Serve as a Trusted Advisor – Position yourself as a partner to other business units, aligning technology initiatives with their goals.
Engage in Sales Leadership – Showcase technological strengths to clients, playing a direct role in business development and growth.
Cultivate Emotional Intelligence and Situational Awareness – Develop self-awareness, situational IQ and empathy to effectively manage relationships and lead diverse teams and meet them where they are.
Champion Agility and Adaptability – Foster a flexible organizational culture that can swiftly respond to changing market conditions and technological advancements.
Commit to Continuous Learning – Stay abreast of emerging technologies and industry trends to drive innovation and maintain a competitive edge.

Each of these lessons not only enhances the CIO’s contribution to the business but also transforms the IT function into a strategic driver of success. Let’s delve deeper into each principle and see how it’s applied in practice based on my own leadership experience and by exploring case study’s and related management frameworks.

1. Adopt a Business-First Mindset

To excel as a CIO, it’s essential to approach technology as a driver of core business objectives. Great CIOs recognize the opportunities for technology to drive revenue and influence customer engagement, going beyond operational efficiencies to deliver real business value.

Art Hu, Lenovo’s Global CIO, exemplifies this mindset by transforming Lenovo’s internal hybrid cloud solutions for external markets. Hu emphasizes that persistence is essential when adapting internal solutions for external clients, demonstrating how CIOs can actively contribute to the business bottom line. Read more about Art Hu’s leadership

Similarly, at Breville, as VP of digital programs, architecture and innovation I led the transformation of traditional kitchen appliances into “smart” devices, integrating IoT and mobile technology. This allowed consumers to control their ovens remotely, enhancing user experience and differentiating Breville in the market. As part of that we also explored on how to integrate this in the smart home ecosystem providing elevated cooking experiences with multiple devices and guided through an easy to use mobile application that has a great collection of award winning recipes.This innovation aligned with Breville’s strategic goals and contributed to substantial revenue growth across global markets.

In addition we were also exploring how to leverage digital twin technology as part of our product lifecycle management modernization to a) increase our new product introduction speed and b) meet ESG goals rather than going through multiple cycles of physical product development, but rather explore digital twin products leveraging technology like augmented reality to visualize the product BEFORE we would build it.

2. Leverage Predictive Technology for Proactive Solutions

CIOs who excel leverage predictive technology to address needs proactively. PepsiCo provides a powerful example: by implementing predictive analytics in its supply chain, the company enhanced its inventory management, ensuring that retailers were well-stocked during high-demand periods. This foresight helped PepsiCo manage unexpected challenges, particularly during the COVID-19 pandemic.

At Keurig, in my role as Chief Data Officer I implemented a predictive shipping model based on brewing data, aligning technology solutions with business goals and creating a seamless process for reorders. This approach not only improved customer satisfaction but also fostered brand loyalty and contributed to the company’s revenue growth.

As with any new product introductions we had some products that hit the mark with consumer expectations and with some it didn’t, but we pivoted fast leveraging agile methodology pivoting from Keurig Kold to Smart mobile technology and understanding the customers pantry better to provide data driven solutions.

Source: CIO’s coverage of PepsiCo’s data-driven supply chain transformation, which improved inventory management and reduced out-of-stock incidents by using predictive analytics.URL: https://www.cio.com/article/189647/pepsico-tackles-supply-chain-with-data.html

Case Study PepsiCo:

In the face of unprecedented supply chain disruptions during the COVID-19 pandemic, PepsiCo proactively harnessed predictive analytics and machine learning to enhance its supply chain resilience. The pandemic triggered significant shifts in consumer behavior, leading to unexpected surges in demand for certain products, such as oatmeal, which resulted in rapid stock depletion. To address these challenges, PepsiCo developed the Sales Intelligence Platform, a sophisticated tool that integrates retailer data with internal supply chain information to forecast potential out-of-stock scenarios and prompt timely replenishment actions. This platform has empowered field teams to proactively manage inventory levels, resulting in increased sales and a measurable reduction in stockouts. The initiative underscores the importance of focusing on specific business problems and collaborating closely with end users to deliver practical solutions.

Leveraging Predictive Analytics for Supply Chain Optimization

PepsiCo’s Sales Intelligence Platform exemplifies the strategic application of predictive analytics in supply chain management. By analyzing vast datasets from both retailers and internal operations, the platform can anticipate inventory shortages before they occur. This proactive approach enables the company to maintain optimal stock levels, thereby preventing lost sales opportunities and enhancing customer satisfaction. The platform’s ability to provide real-time insights allows field teams to make informed decisions, ensuring that products remain available to meet consumer demand.

Integration of Machine Learning for Enhanced Accuracy

The incorporation of machine learning algorithms into the Sales Intelligence Platform has significantly improved the accuracy of PepsiCo’s demand forecasting. These algorithms continuously learn from historical data and emerging trends, refining their predictive capabilities over time. This dynamic learning process allows the platform to adapt to changing market conditions and consumer behaviors, ensuring that PepsiCo’s supply chain remains agile and responsive. The result is a more resilient supply chain capable of withstanding disruptions and maintaining consistent product availability.

Collaboration with Field Teams for Effective Implementation

A key factor in the success of PepsiCo’s initiative has been the close collaboration between the development team and field sales personnel. By engaging with end users throughout the development process, PepsiCo ensured that the platform addressed the practical needs of those managing inventory on the ground. This user-centric approach facilitated the creation of a tool that is both effective and user-friendly, leading to higher adoption rates and more impactful results. The feedback loop established between developers and field teams has been instrumental in refining the platform’s features and functionalities.

Focus on Specific Business Challenges

PepsiCo’s decision to concentrate on the specific issue of out-of-stock scenarios highlights the importance of targeted problem-solving in supply chain management. By zeroing in on a critical pain point, the company was able to develop a solution that delivered immediate and measurable benefits. This focused approach not only streamlined the development process but also ensured that resources were allocated efficiently to areas with the highest impact. The success of this initiative demonstrates the value of addressing specific business challenges with tailored solutions.

Adoption of Agile Development Practices

The implementation of the Sales Intelligence Platform was guided by agile development principles, emphasizing iterative progress and continuous improvement. By adopting a minimum viable product (MVP) approach, PepsiCo was able to deploy a functional version of the platform quickly, gather user feedback, and make necessary enhancements in subsequent iterations. This methodology allowed the company to respond swiftly to emerging needs and incorporate valuable insights from field teams, resulting in a more robust and effective tool.

3. Be an Architect of Innovation

Great CIOs don’t wait for innovation; they drive it. At Sony Interactive Entertainment, Paul J. Walsh led digital transformation by focusing on seamless technology integration. By investing in digital tools, Sony enhanced its product offerings and customer engagement, while Walsh’s philosophy centers on making technology “invisible” to users. Read about Sony’s digital evolution

At Wendy’s we worked at Google AI Voice technology in drive-thrus, which streamlined the order process, offered data-driven insights into customer preferences, and set Wendy’s apart in a competitive market. This proactive innovation is critical for creating a customer experience that resonates and builds loyalty.

This was part of the restaurant technology roadmap I delivered by running multiple journey mapping exercises in Miro mapping out different personas and their day in a life experiences and pain points. By doing this we were able to identify key initiatives to drive towards our future business and technology roadmap which incuded upgrades to POS and inventory systems, simplifying architecture with google cloud based solutions and integrating the back of the house and front of the house experience including an upgraded mobile application for staff, optimizing drive thru traffic and experimenting with google voice AI drive thru order taking.

4. Develop a Strategic Roadmap: Short, Mid, and Long-Term Goals

Creating a roadmap that balances immediate needs with long-term goals is essential. At Boston Beer, I spearheaded a multi-year digital transformation program that modernized corporate IT and brewery systems, enabling scalability and agility. This roadmap allowed us to address immediate business needs while building a foundation for sustained growth.

As Chief Enterprise Architect at organizations like SAP, Anheuser Busch, Moduslink, Boston Beer, Breville and Campbells I like to leverage a tools set ranging from establishing the future vision with frameworks lik TOGAF, TIME Analysis, Design Thinking and Journey Mapping as an input for the business aligned strategic roadmaps I delivered and executed with tangible measurable success metrics.

In many cases I had to update and establish modern agile enterprise architecture processes and methodology to help organizations transform and reap the benefits from business aligned technology. In many cases that included developing new software and technology solutions that resulted in additional service offerings and multi million dollars in additonal revenue and bottom line savings.

Aldo Noseda, CIO of Eastman, also used a roadmap approach, integrating generative AI with existing data frameworks to meet Eastman’s evolving goals. His strategy allowed Eastman to respond dynamically to market demands while maintaining a clear vision for growth. Learn more about Eastman’s AI initiatives

5. Embrace Servant Leadership

Building trust with your team and fostering collaboration is essential, especially during times of organizational stress or change. Embracing servant leadership involves prioritizing the growth and well-being of your team.

This chart illustrates improvements in employee retention rates after companies implemented trust-building initiatives. The data includes insights from companies like Alchemy and ModusLink, showing how servant leadership and transparent practices lead to higher retention and team stability.Source: The Times article on Alchemy’s leadership approach that emphasizes trust and collaboration, driving a positive impact on retention rates and employee satisfaction.URL: https://www.thetimes.co.uk/article/alchemy-founder-reveals-magic-formula-for-cashing-in-on-old-tech-86ts9jbz0

James Murdock, co-founder of Alchemy, led the company to become a leader in circular technology by emphasizing transparency and collaboration. This approach built strong relationships with customers and partners, establishing Alchemy as a trusted brand. Learn about Alchemy’s trust-building approach

At ModusLink, I faced a situation where we had a recently 50% reduced staff and a situation where understandably the team was not aligned and trust had to be re-established between Corporate and regional global offices. I started with actively listening and addressing team concerns to improve morale. By championing servant leadership, we created a cohesive, motivated team that contributed to significant operational efficiencies.

At the same time we developed a training plan aligned with our future goals, investing in staff and reducing attrition rates and improving internal customer satisfaction.

6. Serve as a Trusted Advisor

Exceptional CIOs understand that their role is not only operational but also advisory. During my time at Boston Beer, I collaborated closely with various business units, aligning technology solutions with each department’s needs. This positioned me as a trusted advisor who bridged technology with business strategy.

In many cases I have seen that especially in large national or global organizations there is a perception of operating from an “ivory tower” without understanding local business and technology teams requirements. Establishing a trusted relationship requires to invest in the relationship, helping address critical busienss needs and being available. When working with other teams I leverate the MIT Sloan RELATE communication framework to understand the situation of the teams and leaders I talk to, then adjusting my communication approachs based on research and meeting the team and leaders where they are.

The RELATE framework, developed at the MIT Sloan School of Management, is a strategic approach to enhance interpersonal communication, particularly in leadership contexts. It serves as a scalable communication strategy, guiding individuals to connect and communicate effectively with diverse audiences across various platforms.

MIT Executive Education

The acronym RELATE stands for:

R: Recognize the context and audience.
E: Engage actively with the audience.
L: Listen attentively to understand perspectives.
A: Adapt the message to fit the audience’s needs.
T: Tailor the communication style appropriately.
E: Evaluate the effectiveness of the communication.

This framework is integral to MIT Sloan’s course “Interpersonal Communication: Strategies for Executives,” which aims to improve communication skills in various contexts. The course emphasizes techniques such as active listening and humble inquiry, preparing participants for challenges in communicating with larger and more complex audiences.

By applying the RELATE framework, individuals can develop a dynamic approach to communication, enhancing their ability to connect with different audiences and achieve effective business practices.

In addition, in his May 15, 2008, article on HBR “How Trustworthy Are You?” John Baldoni emphasizes the critical role of trust in effective leadership. He references the work of David Maister, Charles H. Green, and Rob Galford, authors of The Trusted Advisor, who have developed an online self-assessment to measure an individual’s “Trust Quotient” (TQ). This assessment evaluates trustworthiness based on four key attributes:

Credibility: This pertains to the believability of one’s words and the perception others have of their expertise and honesty.
Reliability: This measures the consistency and dependability of one’s actions, reflecting whether others can count on them to follow through.
Intimacy: This assesses the safety others feel when sharing personal or sensitive information, indicating the level of emotional closeness and confidentiality maintained.
Self-Orientation: This considers the degree to which an individual focuses on themselves versus others. A high self-orientation can diminish trustworthiness, as it suggests self-interest over collective or others’ interests.

Baldoni notes that while assessing one’s trustworthiness is inherently subjective, engaging in such evaluations can offer valuable insights into areas needing improvement. He highlights that reducing self-orientation can enhance trustworthiness, suggesting practices like limiting personal talk time and actively considering others’ perspectives.

For those interested in evaluating their own trustworthiness, Baldoni directs readers to the free, 20-question Trust Quotient assessment available at Trusted Advisor Associates. This tool provides personalized feedback and tips for enhancing trustworthiness across the four identified attributes.

7. Engage in Sales Leadership

Sales leadership is a critical skill for a CIO, enabling them to showcase the value of technology in addressing client challenges. At ModusLink, I presented at industry events, demonstrating how our technology offerings could address real business pain points and solidify client relationships. This resulted in multimillion dollar opportunities for closing additional sales. Even thought I manage technology functions I know that I have to be a business leader first. We need to understand the corporate vision, inform peers and the board with technology trends, industry trends and actively help improve solutions and products that are being provided to customers, partners and supply chain partners. My favorite methodology is the “job to be done” framework by the late Clay Christensen, author of the inventors dilemma, where we need to understand the different types of innovation and different organization structure and approaches to optimize them focused on customers’ needs.

This chart showcases revenue growth percentages attributed to IT initiatives across various industries, including Consumer Electronics, Food & Beverage, and Healthcare. The data is drawn from industry case studies and business analysis that highlight the impact of IT investments on revenue growth.Source: Deloitte WSJ on Lenovo’s CIO initiative to monetize IT-driven solutions through cloud services, reflecting on revenue generation from IT-led innovation.URL: https://deloitte.wsj.com/cio/lenovo-global-cio-on-tech-monetization-persistence-is-a-must-4541c5e8

Consulting firms like Deloitte and BCG illustrate this approach by integrating AI into their services and advising clients on leveraging AI for business transformation. Discover how consulting firms use AI

8. Cultivate Emotional Intelligence

Emotional intelligence (EQ) is essential for building relationships and leading diverse teams. During my tenure at ModusLink, Breviell, Boston Beer, I made a point of meeting my team in person including meeting them safely during the Covid Epidemic and building rapport with both corporate and operational teams. This strengthened collaboration and fostered a culture of mutual respect.

It is so important to understand my teams motivations, the motivations of peers and stakeholders and sponsors to build a roadmap for technology innovations that are aligned with a company’s culture. Following Kotters advice I leveraged effective change management so that the positive changes we are establishing actually stick with the organization by building alliances, establishing success metrics, effective regular communication and training.

Case Study Microsoft’s CEO Satya Nadella

Since Nadella took on the CEO role in 2014, he has worked to dismantle the competitive, hierarchical “know-it-all” culture in favor of a “learn-it-all” approach, emphasizing growth, empathy, and adaptability. This shift has not only revitalized Microsoft’s internal culture but also improved its competitive edge in the technology landscape.

From “Know-it-Alls” to “Learn-it-Alls”

Nadella’s philosophy is deeply rooted in Carol Dweck’s research on the “growth mindset,” which he introduced as a foundational principle within Microsoft. By encouraging a culture where employees see challenges as opportunities for learning rather than as potential threats to their status, he has empowered teams to innovate more freely and collaboratively. Nadella believes that this mindset shift has not only increased internal morale but has also catalyzed Microsoft’s technological advancements, as employees are now more open to experimenting with and integrating new ideas, especially around emerging technologies like artificial intelligence.

Empathy as a Core Value

In addition to fostering a learning culture, Nadella has introduced empathy as a cornerstone of Microsoft’s values. He believes empathy fuels better products by helping teams understand the needs and experiences of their users. Nadella’s personal experiences have influenced this approach: he openly discusses how his son Zain, who had cerebral palsy, taught him to lead with empathy and understanding. This empathetic leadership style has helped break down silos, encouraging collaboration and creating a more inclusive environment where diverse perspectives are valued.

Responsible AI and Innovation

Microsoft’s recent advancements in AI are also a key part of this cultural transformation. Nadella stresses that adopting AI responsibly is a priority, recognizing both the potential and the risks associated with this technology. Microsoft has implemented AI into its products, such as Microsoft 365, to boost productivity while maintaining ethical standards and transparency in AI development. By building a responsible AI framework, Nadella aims to set an industry standard, ensuring that innovation aligns with the broader societal interest.

Impact on Microsoft’s Market Position and Financial Growth

Nadella’s cultural overhaul has contributed significantly to Microsoft’s growth trajectory. Since his tenure began, the company has surpassed a $2 trillion market valuation, becoming one of the world’s most valuable companies. Financial success is a testament to the effectiveness of this cultural shift, demonstrating that focusing on a growth mindset and empathetic, responsible innovation can lead to tangible outcomes in a competitive marketplace.

9. Champion Agility and Adaptability

Championing agility and adaptability is essential for CIOs who want to keep their organizations competitive. At Breville, I led both technology and product management teams using agile methodologies to rapidly adapt to shifting market needs. This alignment of product roadmaps with the company vision helped launch new products 80% faster.

This included extensive training for all of Breville’s leadership team on agile technology specifically the Scrum Cal-O and Cal-E training for teams and organizations which resulted in a shift in mindset. I supported the agile shift by the MACH architecture I continued to establish leveraging microservices, composable cloud architecture and re-usable building blocks to go to market faster than the competition. In addition we shifted to a product mindset instead of a project mindset for our solutions which meant to continuously improve on our e.g. our website and mobile products and establishing a product roadmap.

Netflix has demonstrated similar adaptability, pivoting from a DVD rental service to a leading digital streaming platform. This adaptability has been key to Netflix’s sustained success in an industry constantly shaped by consumer preferences and technological advances. As a CIO, fostering a culture where the organization can pivot and adapt to changing needs is essential to maintaining relevance and capturing new opportunities. Read about Netflix’s agile culture

10. Commit to Continuous Learning

To lead effectively in technology, continuous learning is non-negotiable. With technology evolving at an unprecedented rate, the best CIOs are lifelong learners who actively stay abreast of emerging technologies, industry trends, and new methodologies. At ModusLink, I initiated pilot programs and small-scale experiments to explore both sustaining and disruptive innovations, creating an environment where ideas could flourish and where failure was seen as part of the learning process. This commitment to continuous learning has positioned our teams to drive innovation and maintain a competitive edge.

Case Study IBM:

IBM is another prime example of an organization that invests heavily in upskilling and continuous learning, preparing its workforce to meet the demands of a digital-first world. By prioritizing continuous learning, IBM has maintained its reputation as a forward-looking leader in the tech industry.

IBM has long championed a culture of continuous learning, recognizing its pivotal role in maintaining a competitive edge in the rapidly evolving tech landscape. By fostering an environment that encourages perpetual skill development, IBM ensures its workforce remains adept and agile.

IBM’s Commitment to Continuous Learning

IBM’s dedication to continuous learning is evident through several key initiatives:

Your Learning Platform: This cognitive-driven ecosystem offers personalized learning experiences, enabling employees to access relevant training materials tailored to their roles and career aspirations. The platform emphasizes robust search capabilities and personalized recommendations, facilitating efficient skill acquisition. IBM
IBM SkillsBuild: A free digital training platform, SkillsBuild provides learners with courses in STEM, IT, cybersecurity, and other disciplines. It also offers soft skills training, catering to a diverse audience, including students, veterans, and professionals seeking to upskill.
IBM Center for Cloud Training (ICCT): ICCT offers structured learning paths and certifications in cloud technologies. For instance, Atsumori Sasaki, a Cloud Solution Leader from Japan, earned all 12 IBM Cloud certifications within two months, underscoring the program’s effectiveness in facilitating rapid skill development. IBM

Strategies to Cultivate a Learning Culture

IBM employs several strategies to nurture a culture of continuous learning:

Mandatory Learning Hours: Employees are required to complete a minimum of 40 hours of learning annually. Those who achieve 80 hours are designated as super learners, with further recognition at 120 hours, incentivizing ongoing education. HR Exchange Network
Integration of Learning and Work: Through initiatives like the IBM Garage, employees collaborate with clients in environments that promote open collaboration and continuous learning, blending practical experience with skill development. IBM Newsroom
Emphasis on Soft Skills: Recognizing the importance of adaptability, IBM focuses on developing foundational skills such as critical thinking, problem-solving, and emotional intelligence, ensuring employees can navigate the dynamic tech landscape. IBM

The Role of Technology in Learning

IBM leverages advanced technologies to enhance its learning initiatives:

Artificial Intelligence: AI-driven platforms like Your Learning provide personalized content recommendations, adapting to individual learning styles and needs. IBM
Quantum Computing: Projects such as Project Joshua Blue aim to emulate human cognitive functions, pushing the boundaries of AI and machine learning, and offering employees exposure to cutting-edge technologies.

Collaborations and Partnerships

IBM collaborates with various organizations to expand its learning ecosystem:

Educational Institutions: Partnerships with universities and schools facilitate the development of curricula that align with industry needs, preparing students for future careers.
Corporate Collaborations: Collaborations with companies like HCL Technologies aim to establish training centers focused on generative AI, enhancing the skill sets of professionals in emerging technologies. MarketWatch

The CDO TIMES Bottom Line

For aspiring CIOs, the path to success demands more than technical knowledge. It requires a rare combination of business acumen, adaptability, and leadership qualities that foster both innovation and stability in the face of rapid change. In an era where technology is at the core of nearly every business decision, a high-impact CIO is not just an IT leader but a business strategist who understands how to leverage technology for real value creation.

Great CIOs embody a business-first mindset, prioritize agile practices, and bring emotional intelligence to their leadership style—qualities that make them invaluable partners to other C-level executives. They don’t shy away from driving revenue, leading digital transformation, or embracing new methodologies to ensure their organizations remain competitive. By committing to servant leadership, fostering continuous learning, and aligning technology with the company’s strategic vision, CIOs can build teams that not only adapt but thrive in the face of disruption.

For technology executives looking to distinguish themselves, embracing these principles can make the difference between simply managing IT and leading impactful, company-wide transformation. With a focus on these essential skills, aspiring CIOs will be better prepared to face the complex challenges of the digital age and secure their position as trusted, indispensable leaders within their organizations.

At CDO TIMES, we continue to explore and support these evolving roles in technology leadership, providing insight, resources, and consulting expertise for executives who want to stay ahead of the curve. If you’re a recruiter or a business leader seeking a technology visionary with these qualities, let’s discuss how these values can drive impact and transformation at the executive level.

For recruiters and hiring managers seeking a seasoned technology leader, I welcome the opportunity to discuss how my experience in Fortune 500 and global midsize companies could drive transformation and growth within your organization. Let’s connect to explore the impact these strategic and leadership skills can bring to your team.

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