Lowe’s Seemantini Godbole Position: Chief Digital and Information Officer Company: Lowe’s Inspecting the Newark Drawbridge, for example, no longer requires a crane, crew, bridge climbers and emergency boat rescue personnel, not to mention the service disruption of power cuts. Drones have cut more than $200,000 in costs so far. After staff were certified to operate drones, the transit authority gained approval from the Federal Aviation Administration (FAA) to become a Public Aircraft Operator, and secured waivers for beyond visual line of sight (BVLOS) operations in tactical and emergency situations. Along with the usual mobile apps and digital signage, Fazal launched an unmanned aerial system of drones in May to monitor for track obstructions and assist with maintenance. But Fazal has made NJ Transit a model for how cities can adapt aging infrastructure for the digital age. Overseeing a fleet of 2,221 buses, 1,231 trains and 93 light rail vehicles operating across a service area of 5,325 square miles on infrastructure that was largely built in the 1800s is not the usual perch from which to innovate. NJ Transit Lookman Fazal Position: Chief Information and Digital Officer Company: NJ Transit She has also prioritized technologies and strategies to make the workplace more accessible and engaging for employees with disabilities. Choong believes one way to boost performance is through diversity, equity and inclusion: she has gender balance on her own leadership team and more than 35% at the next level down. Her team handles over 4 trillion events and alerts annually, making cybersecurity and risk mitigation top priorities that they’re addressing through, among other things, pioneering work in digital twin technologies that deploy AI, IoT and machine learning to feed data from sensors into a virtual twin that analyzes problems and ways to boost performance. As part of the push, she moved high-performance computing to a data center fully powered by green energy. She created the Sustainability IT Group to work with partners and suppliers to reach the goal of a net-zero-emission supply chain by 2030. Shell Alisa Choong Position: CIO Company: ShellĪs CIO of a global oil and gas giant, Choong’s priorities include addressing climate change through technology. In our view, that mindset and commitment to creating inclusive transformation is what distinguishes a highly competent tech leader from a truly great CIO. Their teams tend to be less smitten with the latest thing in technology than determined to leverage it to help change the world. They seek talent in unusual places and understand the importance of setting high-impact goals. In our interviews and application forms, nominators often referred to the ability of these leaders to make trust, transparency and communication the bedrock of whatever infrastructure they set out to create. They understand that most transformations fail because those who are driving them fail to get buy-in from the people who have to live with the results. What’s striking about many of the tech leaders on this year’s list is their instinct to put people first.
When the disrupt-or-be-disrupted ethos takes hold during such seismic shifts, talent can seem disposable. But an even bigger catalyst may be paranoia and the urge to restructure to lean into transformative technologies like generative AI. One reason is the need to trim costs and look for efficiencies in a tougher economy.
The biggest players have collectively laid off hundreds of thousands of workers in recent months. To be sure, the tech sector itself is experiencing a painful transition right now.
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