Ferrovial

Chief Information & Innovation Officer

Executive Technology Board

The Executive Technology Board is an independent Think Tank of 180+ C-level technology leaders from Fortune 500/1000 global corporations.

Board Member

Forbes Advisor

Member of Forbes Technology Council, an invitation-only global community for senior technology leaders. I collaborate with global industry experts to drive innovation and shape the future of technology. Through my participation, I contribute thought leadership, engage in expert panels, and expand my network within the tech industry.

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Technology Council Advisory Member

The Wall Street Journal

CIO Network Member

CIONET

CIONET is the leading community of senior digital and IT executives around the world. With a membership of CIOs, CDOs, CTOs and IT leaders from the world’s leading companies, CIONET has the expertise and pioneering vision to solve or address any digital or IT management challenge. CIONET develops, manages, and moderates a next-generation community and platform with an integrated array of both offline and online tools and services designed to provide real-time support for digital and IT executives.

Advisory Board President

CIONET is the largest independent community of digital leaders globally, with a membership of over 10,000 CIOs, CTOs, CDOs and CPOs across Europe, North American, LATAM and Australia.

Fundación Innovación Bankinter

The Future Trends Forum is the only international, multidisciplinary think tank focused on innovation. 

Made up of more than 600 experts, the FTF anticipates the future by detecting trends in innovation and analyzing their impact on our society and business models. 

Web: https://www.fundacionbankinter.org/en

Advisory Board Member

Cross Innovation Strategy Group

Web: www.crossinnovation.org

Utilizing cross innovation methods and embracing a wide diversity of thought, generate ideas and strategies on how to effectively and sustainably restart the economy and allow people to return to work while minimizing the further negative impact on their health and wellness.

The mandate of the Group is to ideate, co-create, and come up with solutions intended to improve our respective predicaments during the sweeping challenge of COVID-19.  The underlying assumption of those deliberations was straightforward: The world will never be the same post-COVID-19. 1st. report : NEVER  NORMAL

Deputy Executive Chairman

Future Travel Experience

EIT Digital

EIT Digital is a leading European digital innovation and entrepreneurial education organization driving Europe’s digital transformation. 

Its way of working embodies the future of innovation through a pan-European ecosystem of over 200 top European corporations, SMEs, start-ups, universities and research institutes, where students, researchers, engineers, business developers and entrepreneurs collaborate in an open innovation setting. 

This pan-European ecosystem is located in Amsterdam, Berlin, Braga, Budapest, Brussels, Eindhoven, Edinburgh, Helsinki, London, Madrid, Milano, Munich, Nice, Paris, Rennes, Stockholm, Trento, and San Francisco.

Supervisory Board Member

Aviation Festival 

Dimitris Bountolos is a visionary C-level executive with over two decades of experience driving growth and success for organizations in various industries. 

As Chief Information & Innovation Officer for Ferrovial, he leads the company's efforts to adopt innovative technologies and sustainable practices for continued growth and diversification across the energy, mobility, construction, airport, and concession domains.

He has a proven track record of creating and leading high-performing teams and fostering a culture of innovation and continuous improvement. 

With a background in entrepreneurship, strategy consulting, and corporate leadership, Dimitris has a deep understanding of how to identify and scale new business opportunities. He has successfully led change management and transformation programs in B2C, B2B, and B2G environments, utilizing technology and digitalization to catalyze reinvention and sustained positive impact.

Dimitris's extensive experience spans several continents, including time as a founder and partner of start-ups in the deep tech domain and management positions in the airline industry as VP of Customer Experience and Madrid Airport Director at Iberia. He also served as Chief Digital Officer of Latam Airlines, senior advisor to NASA's Chief Innovation Officer, and a global advisor for digital transformation in the travel, transportation, and logistics sector at McKinsey.

With a master's degree in Civil Engineering and advanced management education from institutions such as Stanford, ESADE, and IESE, Dimitris is a well-rounded and highly qualified leader. He sits on several advisory boards, including Future Travel Experience, EIT Digital, CIONET, Future Trends Forum, and the CIO Council of WSJ.

Dimitris Bountolos

Today at the #CIO100 annual gala, I was honored to receive the CIO of the Year award.

This institution, with more than four decades of history, recognizes technology leaders creating real impact across three essential pillars: 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧, 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐈𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞, 𝐚𝐧𝐝 𝐏𝐞𝐨𝐩𝐥𝐞 & 𝐂𝐮𝐥𝐭𝐮𝐫𝐞.

For me, this award represents a new interpretation of the CIO role — one that goes far beyond managing technology. Today’s CIO shapes strategic direction, influences how organizations think and behave, and drives business outcomes through digital capabilities. It’s a role built on curiosity, courage, and the ability to turn complexity into clarity.

I want to thank the jury and the entire organization for this recognition. I also want to congratulate the other finalists, all of them outstanding professionals pushing our industry forward.

And of course, my deepest gratitude to my team. You are the ones who make transformation possible — not by following a script, but by challenging it. By building, experimenting, fixing, breaking, improving, and constantly raising the bar. Every milestone we achieve comes from your talent, your energy, and your belief that change is something we lead, not something we endure.

This recognition is not an end point. It’s a reminder: 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐰𝐨𝐫𝐤𝐬 𝐰𝐡𝐞𝐧 𝐩𝐞𝐨𝐩𝐥𝐞 𝐝𝐨. 𝐀𝐧𝐝 𝐈’𝐦 𝐩𝐫𝐨𝐮𝐝 𝐭𝐨 𝐛𝐞 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐚 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐲 𝐩𝐫𝐨𝐯𝐢𝐧𝐠 𝐭𝐡𝐚𝐭 𝐞𝐯𝐞𝐫𝐲 𝐝𝐚𝐲.

#Leadership #DigitalTransformation #Innovation #CIO100 #TechnologyLeadership #Team Foundry,  Ferrovial , CIO ESPAÑA , CIO Online

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At this point, if you haven’t noticed that Blue Origin just landed its rocket, becoming only the second company in the world after SpaceX to complete a reuse mission… You may be missing one of the most critical signals about where innovation is truly happening.

There’s a lesser-known clip of New Glenn’s Guidance & Control that I keep replaying. What stands out isn’t the noise or the fire—it’s the landing strategy, which is entirely different from Falcon 9: less directional push, almost no lateral drift, and a targeted precision over a floating platform. 

Reusability isn’t a “nice to have.” It reshapes the economics, the cadence of missions, and the pace of learning. When you multiply that effect over years, it becomes difficult to imagine any non-geopolitical or strategic scenario where a fully expendable system—such as Ariane 6—can truly compete.

Systems that learn faster, scale faster. And teams that design for reuse outpace those that build for single shots.

🚀 #Innovation #Leadership #DigitalTransformation #Aerospace #Management #FutureThinking

We start the day with an important confirmation: Ferrovial  is now part of the #Nasdaq100 ®

Being surrounded by companies where technology sits at the core is the result of a strategy started years ago. A deliberate choice and commitment to treat digital not as a support function, but as a backbone of the business.

Today, infrastructure is no longer only concrete and steel. It’s data. It’s software. It’s AI enhancing how assets are #designed, #operated, and #maintained.

When intelligence is embedded into infrastructure, it becomes more #sustainable, more #durable, and more #effective. It reflects the society it serves: digital, connected, and demanding better outcomes.

Congratulations to every team member and partner who made this possible. Achievements like this are never accidental. They are built step by step, decision by decision.

We keep moving forward. 🚀

https://ow.ly/LNHT50XILAR

💡 Siempre he creído que los rankings —especialmente aquellos fundamentados en datos— son solo una fotografía parcial de una realidad mucho más rica, compleja y llena de matices. Aun así, verme situado en el primer lugar en España dentro de este ranking de LinkedIn es un reconocimiento que recibo con especial ilusión. 💫 🥇 

Para mí, aparecer liderando el colectivo de CIOs/CDOs no habla tanto de la visibilidad o del volumen de contenido, sino del valor que una comunidad es capaz de construir colectivamente. La #difusión, la #interacción y el #compromiso que se generan alrededor de cada conversación representan, en el fondo, un intercambio continuo de aprendizajes individuales y colectivos al mismo tiempo. Esta posición es un recordatorio de cuánto he recibido de todos vosotros y de mi voluntad de devolver, al menos en parte, ese aprendizaje compartido. 👏 

El ecosistema digital y de innovación en el que nos movemos es, por naturaleza, dinámico. Cambian las referencias, evolucionan las preguntas y emergen nuevos desafíos que redefinen nuestras decisiones. La transformación —#personal, #profesional y #organizacional— no es una opción; es la condición necesaria para seguir siendo relevantes y competitivos.

Mi intención es continuar compartiendo con una audiencia cada vez más curiosa los retos, las oportunidades y las reflexiones que van moldeando el futuro tan dinámico y cambiante al que nos enfrentamos. Ojalá pueda seguir estando a la altura de esa conversación colectiva que tanto nos inspira.

Gracias a todos por formar parte de este camino y al resto de los reconocidos, todos ellos grandes profesionales que en ese ranking avanzamos conjuntamente por esa esa senda común.

Esto no es una carrera, mas bien una cruzada colectiva. 🚶 🚶‍♀️ 

PeopleXBrand Angel Sáenz de Cenzano Jaime Fernández de la Puente-Campano Bernardo Montero Costa

Ranking CIO's, CDO's y Chief Information Officer's en Linkedin | España 2025
 
💡 La transformación digital no solo depende de la tecnología, sino del liderazgo que la impulsa.

Por eso en PeopleXBrand, con nuestra herramienta Scoringmy.com, continuamos ampliando nuestro análisis de visibilidad directiva con un nuevo ranking dedicado a quienes están liderando la innovación, los datos y la estrategia tecnológica en sus organizaciones.
 
📊 Presentamos el Top 25, una selección basada en su visibilidad, coherencia y capacidad para generar impacto desde LinkedIn.
 
👉 Estos son los profesionales que marcan la diferencia:

1. Dimitris Bountolos de Ferrovial
2. Carlos Garcia Trillo de GAES
3. Jordi Martínez Barranco de CONFIDENCIAL
4. Enrique Monzonis Leno de Eroski
5. Sebas Muriel de Telefónica
6. David Moral Inglada de Compañía del Trópico
7. Stewart Masters de Honest Greens
8. David Maján Amigo de DDB
9. Ángela Valcárcel Segura de Accem
10. Manu Delgado Nieto de Groupe AFFLELOU
11. Jaime López Ostio de FAES FARMA
12. Leire Jiménez Ayesa de MAPFRE
13. Jose Garcia Pacheco de astara
14. Quique Aparisi Rico de JOSE LUIS Joyerías
15. Carles Sanz Casañas de Moventia
16. Alvaro Ontanon de MERLIN Properties
17. Ivan Bofarull de Esade
18. Pedro Galdon de Emasa
19. Jacobo Zelada Alvarez de Mon de APPLE TREE
20. Francisco José Magallón Barreiro (Kiko) de Grow

👏 Enhorabuena a todos y todas. Estáis demostrando cómo la comunicación del líder tecnológico impulsa reputación, innovación y cultura digital.
 
#PeopleXBrand #Scoringmy #Ranking #CIO #CDO #Innovación #TransformaciónDigital #Liderazgo #LinkedIn #Reputación

I don’t know about you, but I get flooded every single day with reports on artificial intelligence.

Here are a dozen of the latest ones worth saving:

🧭 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲

 1️⃣ Accenture – The Art of AI Maturity
 https://lnkd.in/ekzJpcDK

2️⃣ Boston Consulting Group (BCG) – Where’s the Value in AI
 https://lnkd.in/eCPH9n5N

3️⃣ McKinsey & Company – Executive AI Playbook
 https://lnkd.in/e7ht2fPt

4️⃣ Microsoft – CIO GenAI Playbook
 https://lnkd.in/e2-uFJjX

5️⃣ Bain & Company – Transforming CX with AI
 https://lnkd.in/gqq-66ST

6️⃣ Deloitte – State of AI in the Enterprise
 https://lnkd.in/gGNURxzq

7️⃣ Stanford University – AI Index Report
 https://lnkd.in/ex2xckf3

8️⃣ Amazon – AI/ML/GenAI Cloud Framework
 https://lnkd.in/gbmUAgQT

9️⃣ IBM – CEO’s Guide to GenAI
 https://lnkd.in/gqDam-yS

💾 𝐃𝐚𝐭𝐚 & 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞

 🔟 Google – Cloud AI Adoption Framework
 https://lnkd.in/e6bKZqwA

🛡 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞 & 𝐑𝐢𝐬𝐤

 1️⃣1️⃣ National Institute of Standards and Technology (NIST) – AI Risk Management Framework
 https://lnkd.in/eR7xW8MH

1️⃣2️⃣ World Economic Forum – AI Leadership Toolkit
 https://lnkd.in/eSVQsEpG

𝐒𝐭𝐨𝐩 𝐥𝐨𝐨𝐤𝐢𝐧𝐠 𝐚𝐭 𝐭𝐡𝐞 𝐛𝐞𝐧𝐜𝐡𝐦𝐚𝐫𝐤𝐬. 𝐓𝐡𝐞 𝐫𝐞𝐚𝐥 𝐀𝐈 𝐰𝐚𝐫 𝐢𝐬𝐧’𝐭 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞 𝐦𝐨𝐝𝐞𝐥.

We are all obsessed with the "Smartest Model" race. Who has the highest IQ? Who hallucinates less? Who codes better?

The real moat is controlling the entire value chain. From the silicon chip in the server to the device in your pocket. Google has been quietly building what It can be called the "Full-Stack Advantage." While the market reacts to every new chatbot release, they are playing the long game of vertical integration.

To win this race, it will be needed more than just a Frontier Model. It will be required the full set:

✅ 𝐂𝐮𝐬𝐭𝐨𝐦 𝐒𝐢𝐥𝐢𝐜𝐨𝐧 (owning the compute costs)
✅ 𝐀𝐈 𝐈𝐧𝐟𝐫𝐚𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 (owning the data center)
✅ 𝐓𝐨𝐩 𝐑𝐞𝐬𝐞𝐚𝐫𝐜𝐡𝐞𝐫𝐬 (owning the talent)
✅ 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐇𝐚𝐫𝐝𝐰𝐚𝐫𝐞 (owning the delivery)
✅ 𝐋𝐚𝐫𝐠𝐞 𝐔𝐬𝐞𝐫 𝐁𝐚𝐬𝐞 (owning the data)

We are moving away from a "Model War" to an "Ecosystem War." The winner won’t be the one with the smartest LLM; it will be the one who frictionlessly integrates that intelligence into the hardware, software, and daily habits of billions.

A couple of days ago, I was in New York with the team reviewing the progress of the systems and technology rollout at #JFK near future Terminal 1. 

Watching a terminal slowly come alive is both exciting and stressful — it’s like seeing a complex organism take its first breaths.

This time, the journey started at the 𝐖𝐚𝐥𝐥 𝐒𝐭𝐫𝐞𝐞𝐭 subway station, where our screens remind New Yorkers of Ferrovial ’s commitment to 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐢𝐧𝐠 𝐄𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐈𝐧𝐟𝐫𝐚𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞. A simple message, but one that frames everything we do: developing  and building the backbone that keeps cities and people moving.

In moments like these, you realize that real transformation doesn’t happen in a single milestone. It happens in layers — in every #cable pulled, every #system tested, every #decision made with purpose.

Infrastructure may be massive, but progress is always built one detail at a time.

We’ve all seen matrices like this one—𝐔𝐫𝐠𝐞𝐧𝐭 𝐯𝐬. 𝐈𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭, neatly organized into nine boxes. They look solid. Rational. Familiar. And yet… today I find myself questioning them.

Why?. Because the world that shaped these frameworks no longer exists.
For years, prioritization was a simple equation: you had limited human capacity, so you had to choose carefully. But something fundamental has shifted. Our “capacity” is no longer limited to human hours or human cognition.

Today, 1H + 1H = 2, but 1H + 1A > 2 — where H is a Human and A is an AI agent capable of carrying real cognitive load.

This breaks the old logic. It forces us to rethink what “urgent” and “important” even mean when part of the work can be #offloaded, #accelerated, or entirely #reimagined.

It’s not that frameworks like this are useless—they’re just incomplete. They were built for a world where delegation meant a bigger #team, more #budget, or more #meetings. Now, delegation can mean something entirely different: handing tasks to an intelligent system that works in parallel, doesn’t wait until Monday, and doesn’t need a reminder.

So the real challenge isn’t fitting our tasks into nine boxes. It’s about redesigning the boxes themselves. The leaders who thrive in the next decade won’t just prioritize differently. They will think differently—treating AI not as a tool but as an additional mind in the room, reshaping how decisions, workloads, and strategic focus come together.

Maybe the question is no longer “𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐈 𝐝𝐨 𝐟𝐢𝐫𝐬𝐭?”
Perhaps it’s “𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐈 𝐬𝐭𝐨𝐩 𝐝𝐨𝐢𝐧𝐠 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐚𝐧 𝐚𝐠𝐞𝐧𝐭 𝐜𝐚𝐧 𝐝𝐨 𝐢𝐭 𝐛𝐞𝐭𝐭𝐞𝐫, 𝐟𝐚𝐬𝐭𝐞𝐫, 𝐨𝐫 𝐢𝐧 𝐩𝐚𝐫𝐚𝐥𝐥𝐞𝐥?”

💡 A 𝐬𝐦𝐚𝐥𝐥 shift in 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞.
💡 A 𝐛𝐢𝐠 shift in 𝐢𝐦𝐩𝐚𝐜𝐭.

The number of AI launches and announcements this week has been remarkable. Microsoft  unveiled its new Frontier approach. Google  pushed out Gemini Pro 3. OpenAI  released 5.1. And, in parallel, Meta  opened up SAM 3D, a model that can turn our 2D world into 3D.

Beyond the headlines, something deeper is happening.

We’re getting closer to interacting with AI systems that understand the physical world—not just data on a screen. That shift matters. It brings us nearer to a moment where robotics adoption accelerates, and where we can simulate and plan reality itself.

Imagine building digital twins not from static designs, but from live observation. A phygital layer—where the physical and digital merge—becomes the foundation for decision-making, forecasting, and design.

We’re not there yet. But the direction is clear, and the pace is accelerating.

The challenge is no longer to “stay updated.” It’s to rethink how we operate when the boundary between digital and physical becomes almost invisible.

🔴The opportunity is massive.
🔵The mindset shift is mandatory.

And the future feels a little closer this week.

𝐅𝐫𝐚𝐧𝐤 𝐆𝐞𝐡𝐫𝐲’𝐬 𝐩𝐚𝐬𝐬𝐢𝐧𝐠 𝐢𝐧𝐯𝐢𝐭𝐞𝐬 𝐮𝐬 𝐭𝐨 𝐥𝐨𝐨𝐤 𝐚𝐠𝐚𝐢𝐧 𝐚𝐭 𝐭𝐡𝐞 𝐥𝐞𝐠𝐚𝐜𝐲 𝐡𝐞 𝐥𝐞𝐚𝐯𝐞𝐬 𝐛𝐞𝐡𝐢𝐧𝐝.

A legacy defined not only by his buildings, but by the way he expanded the meaning of #form, #materials, and fluid #assembly. He didn’t just design structures—he reshaped the emotional and cultural weight of the spaces we share.

Gehry redefined deconstructivism, turning it into a force capable of transforming entire urban ecosystems. His projects often became catalysts of something larger than architecture. They triggered new energy, new identity, and a renewed sense of collective ambition.

We say goodbye to an artist who understood how to elevate function into purpose. Someone who could revive neglected spaces, reimagine their role, and build a rare sense of consensus around bold ideas.

At Ferrovial, we look back with respect and gratitude. Our collaboration with Gehry—first with the Guggenheim Museum in Bilbao and later with the Marqués de Riscal winery—challenged us in ways that shaped who we are.

To deliver such a disruptive vision, we had to rethink our approach and adopt tools that didn’t yet exist for building 3D infrastructure. CATIA was one of them. That step changed not only the project but our mindset.

When the vision is big enough, you don't downgrade the dream to fit the tools. You upgrade the tools to fit the dream. Gehry leaves us a perpetual footprint. He taught us that the "impossible" is often just an engineering problem waiting for a braver solution.

#Leadership #Innovation #Architecture #UrbanTransformation #Mindset #DigitalTransformation #DesignThinking

Frank Gehry: A Posthumos Tribute to a Visionary Architect

Remember these concepts—next year they will be at the center of many conversations. I’m sharing a summary inspired by the latest #a16z article on the “Big Ideas” for 2026.

1️⃣ 𝐀𝐈 𝐑𝐞𝐯𝐢𝐯𝐞𝐬 𝐂𝐲𝐛𝐞𝐫𝐬𝐞𝐜𝐮𝐫𝐢𝐭𝐲 𝐇𝐢𝐫𝐢𝐧𝐠: 
Automating repetitive tasks to amplify expert impact.

2️⃣ 𝐀𝐠𝐞𝐧𝐭-𝐍𝐚𝐭𝐢𝐯𝐞 𝐈𝐧𝐟𝐫𝐚𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞: 
Architectures built for massive, continuous agent workloads.

3️⃣ 𝐌𝐮𝐥𝐭𝐢𝐦𝐨𝐝𝐚𝐥 𝐂𝐫𝐞𝐚𝐭𝐢𝐯𝐞 𝐓𝐨𝐨𝐥𝐬: 
Unified control over video, audio, image, and motion creation.

4️⃣ 𝐓𝐡𝐞 𝐀𝐈-𝐍𝐚𝐭𝐢𝐯𝐞 𝐃𝐚𝐭𝐚 𝐒𝐭𝐚𝐜𝐤: 
Data infrastructure redesigned for real-time, AI-first operations.

5️⃣ 𝐈𝐧𝐡𝐚𝐛𝐢𝐭𝐢𝐧𝐠 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐞𝐝 𝐕𝐢𝐝𝐞𝐨:
Video becomes an interactive, navigable, and editable environment.

6️⃣ 𝐒𝐲𝐬𝐭𝐞𝐦𝐬 𝐨𝐟 𝐑𝐞𝐜𝐨𝐫𝐝 𝐋𝐨𝐬𝐞 𝐏𝐫𝐢𝐦𝐚𝐜𝐲: 
Autonomous workflow engines replace traditional systems of record.

7️⃣ 𝐕𝐞𝐫𝐭𝐢𝐜𝐚𝐥 𝐀𝐈 𝐄𝐯𝐨𝐥𝐯𝐞𝐬 𝐭𝐨 𝐌𝐮𝐥𝐭𝐢𝐩𝐥𝐚𝐲𝐞𝐫: 
Domain-specific agents collaborate, negotiate, and co-create.

8️⃣ 𝐃𝐞𝐬𝐢𝐠𝐧𝐢𝐧𝐠 𝐟𝐨𝐫 𝐀𝐠𝐞𝐧𝐭𝐬: 
Interfaces built for machines—not humans—to consume and act on.

9️⃣ 𝐓𝐡𝐞 𝐄𝐧𝐝 𝐨𝐟 𝐒𝐜𝐫𝐞𝐞𝐧-𝐓𝐢𝐦𝐞 𝐊𝐏𝐈𝐬: 
Engagement shifts from time spent to outcomes achieved.

Big Ideas 2026 

𝐃𝐚𝐯𝐢𝐝 𝐯𝐬. 𝐆𝐨𝐥𝐢𝐚𝐭𝐡: 𝐓𝐡𝐞 𝐑𝐨𝐛𝐨𝐭 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐒𝐞𝐞𝐝𝐬

I recently saw a video from China that is the perfect metaphor for the state of modern business. The scene is striking: Farmers blocking a high-tech autonomous delivery vehicle on a rural road.

🟡 𝐖𝐡𝐲? 

Because, by tradition, they spread their seeds on the warm asphalt to dry in the sun. They were blocking the future to protect the harvest of today. It creates a powerful image of Change Management.

The farmers are fighting with perseverance. They are terrified the vehicle will crush their seeds. But in focusing on the tires, they miss the tsunami. The technology driving that vehicle won't just "step" on their seeds. Eventually, it will likely automate their entire labor.

🔴 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐭𝐡𝐞 "𝐏𝐚𝐫𝐚𝐝𝐨𝐱."

How often do we see this in our own corporate environments? We expend massive energy fighting the inevitable impact of change (the robot on the road). We try to protect legacy processes (the seeds) because "that’s how we’ve always done it."

Every transformation — technological or cultural — ultimately succeeds or fails in the transition phase. Not in the moment of disruption, but in how people adapt.

The robot is coming through. You cannot stop the vehicle.
The real leadership challenge isn't about blocking the road. It’s about figuring out how to own the fleet.

💡 Are you busy protecting the seeds, or are you preparing to drive?

#Leadership #Innovation #DigitalTransformation #ChangeManagement #CEOMindset #Leadership #Innovation #ChangeManagement #FutureOfWork #Strategy

𝐖𝐞’𝐫𝐞 𝐞𝐧𝐭𝐞𝐫𝐢𝐧𝐠 𝐚 𝐧𝐞𝐰 𝐩𝐡𝐚𝐬𝐞 𝐨𝐟 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧—𝐨𝐧𝐞 𝐭𝐡𝐚𝐭 𝐠𝐨𝐞𝐬 𝐟𝐚𝐫 𝐛𝐞𝐲𝐨𝐧𝐝 𝐬𝐨𝐟𝐭𝐰𝐚𝐫𝐞.

In the past, understanding the physical world meant observing it, measuring it, and trying to explain it. Today, we’re starting to decode it.

AI is giving us something new: the ability to read patterns in the physical world that we couldn’t previously see, not just at the human scale, but at the atomic and sub-atomic level.

Invisible rules are becoming visible. Behaviours we couldn’t describe are becoming predictable. And here’s the shift: 𝐖𝐞’𝐫𝐞 𝐦𝐨𝐯𝐢𝐧𝐠 𝐟𝐫𝐨𝐦 𝐞𝐱𝐩𝐥𝐚𝐢𝐧𝐢𝐧𝐠 𝐭𝐡𝐞 𝐰𝐨𝐫𝐥𝐝… 𝐭𝐨 𝐫𝐞𝐯𝐞𝐫𝐬𝐞-𝐞𝐧𝐠𝐢𝐧𝐞𝐞𝐫𝐢𝐧𝐠 𝐢𝐭.

The real race ahead isn’t about who uses AI faster. It’s about who learns to interpret the hidden logic of the world around us. Because once you can read the code behind reality, you can start to shape it.

#Innovation #AI #Leadership #DigitalTransformation #FutureThinking #CEOmindset

We keep being surprised — again — by the same pattern.
The gap between AI innovation and AI adoption is not closing.
For most organisations, it’s widening exponentially.
 
This isn’t new. We’ve been here before with #cloud, #mobile, #data. But this time, it’s different. AI is not just another digital capability. It expands our position at the top of the cognitive pyramid. It changes how decisions are made, how work is done, and how leadership shows up. That’s why adoption feels harder.
 
Martec’s Law warned us years ago: #Technology moves fast, #Organizations move slow. And at some point, incremental change is no longer enough.

We’ve navigated digital shifts before. This time isn’t just about faster processors or better automation. We are standing at a unique crossroads where the technology doesn't just support our work—it expands the very top of the cognitive pyramid. It challenges how we think, not just how we do.

The only way to break that pattern? A hard "reset." A reinvention of the baseline. The bridge across this gap isn't built with more software licenses or bigger budgets. It is built with:

🔴 #Scarcity: Knowing focus is our most valuable resource.
🟠 #Necessity: The burning platform that kills complacency.
🟡 #Curiosity: Asking ‘what if?’ over ‘how much’
🔵 #Purpose: The North Star that keeps the strategy human.

When you orchestrate these ingredients correctly, you stop managing technology and start managing change. Because despite all the hype, the algorithms, and the exponential curves... this is not a technology challenge. It is, and always will be, about people.

HCL Technologies B.V. Netherlands

Currently associated with Nestle, Switzerland/Global. Part of HCL’s Digital Consulting (Europe) practice – generating value with global organizations on their Digital transformation journeys…

Senior Solution Director

Feedback INFRA

Group CIO role - for all Feedback Infra subsidiaries - with operations across India, Middle East, Africa and South East Asia

Feedback Infra is a leading infrastructure services organization  - with extensive coverage across transportation, energy, real estate and social infrastructure.  Business value creation - through diversified business operations (advisory, project management, engineering; O&M services - tolling operations, electricity retailing, captive power plants, etc)

Develop Multi year Transformation roadmap, towards enabling Digital strategy - in alignment with Board and executive team

Key transformation pillars:  Set up secure Digital foundation - retire accumulated Technical debt, and develop cyber security framework (leveraging state of the art Zero trust architecture paradigm).  Setup Connected Digital Workplace model, with deep adoption across all subsidiaries - appreciated by senior business leadership/chairman

Revitalizing (Microsoft Dynamics AX) ERP. Involves: business process (P2P, O2C, R2R) standardization and roll out across all BU's, in concert with business -  towards generation of single source of truth (SSOT) and leverage for  project profitability

Rolled out, multiple Change management interventions.

Chief Information Officer (CIO)

Ramboll

Regional CIO role

Global role - working with team/s across Europe, Singapore and US.  Key member of the Global IT Leadership team  - along with  responsibility for India IT captive setup.  Accountability for Middle East & Asia geographies, within Global IT. Reporting to Global CIO (Denmark) and MEA MD, Dubai.  India and Middle East IT Heads/management report into this position

Develop and identify Digitization & Innovation transformation opportunities – with focus on identifying new business models.  Capability map / use cases - towards leveraging Drones for tower inspections, surveying, traffic monitoring, etc.  POC completed for Virtual Reality (VR/AR).  POC on Chatbots (RPA) in progress – for language translation capability/L1 call (automation)

Part of the team responsible for defining Group Digital (IT) strategy (2017-2020).  Steering committee member, Global IT Transformation (ITT) program.  Global BIM strategy development

Setup GIC (India captive) for India IT resources across verticals (IT Infra - Servers, SCCM, Networking, ITSM, Project Mgt, Sharepoint, Business Apps, etc). Develop One Team (engagement) plan: involving CSR activities, Hackathon, etc.  Act as bridge across Indian and European managers.  Setup team matrix structure balancing functional/local anchoring needs

Key member of the Global IT BRM Center of Excellence (CoE).  Certified BRM (BRMP) from APMG International, UK.  Lead BRM globally, for Smart Cities and IOT technologies

Setup India IT Board/Governance structure with representation across business BU’s/directors and Global IT stakeholders - to drive transparency and business-IT alignment

Manage MEA IT budgets.  Reduced IT costs : India (60%); Middle East (30%)


Ramboll (Danish multinational) is a leading global engineering, design and consultancy services company - employing close to 13,000 dedicated specialists worldwide in over 300 Offices across 35 countries

Global IT BRM - Middle East & Asia (MEA) Region  

PepsiCo India

BPA Lead.  Business leader/s engagement.  Demand management and solution delivery aligned with global and (AMEA) regional IT solutions/roadmap

Successful implementation of cloud based CRM solution (Wilke Thornton, Australia) and global PepsiCo HR Transformation program (Self Service - AON Hewitt/SAP Success Factors platform) as India IT Lead – involving teams based out of Australia, Middle East (Egypt, Lebanon, UAE) and US

Substantial cost savings / productivity gains - through transition of legacy BPM (Invensys) workflow application portfolio support to outsourced managed services model.  Migrated legacy intranet platform – to global collaboration (myPepsiCo) platform based on IBM Web sphere architecture

General Manager IT - Business Process Automation

Unilever Asia Pte Ltd (Singapore)

Global Consulting role - based out of Singapore

c/o Computer Science Corporation (CSC), US.  Active engagement in business case finalization, solution architecture development, conceptualization (POC) / delivery of multi million Euro / multi country SAP IS Retail (Next Gen Distributor Management) program across the region/globe – as part of the Business Innovation (Customer Development) team – working with senior business/IT stakeholders (global functional leads, country business leads / IT heads).  Enterprise mobility framework/solution and support delivery of analytics platform (iQ) across the region 

Role involved managing the application project portfolio, business case preparation, developing PMO/governance framework (based on Gartner’s Program Lifecycle), managing program budgets, risk management (risk register, risk matrix, etc), Change management and  partnering with global IT Program Leads for resolving IT dependencies across strategic IT Initiative/s (Global Cross Big Bet Forum)

CD IT PMO Manager - Asia, Africa, Central & Eastern Europe (AAC region)

Starbucks Coffee, Singapore

IT Head role, based out of Singapore

Part of the business leadership team, reporting to the Managing Director.  Active engagement with global, US IT teams.  Initiated the Cloud journey, with bespoke retail inventory solution (across stores)

Developed IT strategy and managed senior business leadership/stakeholders - delivering business goals, leveraging technology.  Managed IT operations - Budgets/AOP's, application portfolio support, managing outsourced vendors/partners (vendor liaising)

ERP Evaluation.  Detailed functionality evaluation of three solutions – SAP, Microsoft Navision, Sun system (Infor), as part of proposed IT plan for Starbucks India market entry 

Managed IT setup for 64 retail outlets and corporate office. Opened 22 new retail outlets.  Negotiated FMS contract and established SLA for IT support at retail outlets. Identified infrastructural gaps in the IT architecture and implemented upgradation plan

Setup IT organization structure – and defined team roles, responsibilities. Recruited IT team

Key Highlights: Developed 3yr IT strategy roadmap, using structured BSA methodology – which was presented and approved by the Asia Pac business leadership. Conceptualized & developed cloud based retail inventory solution (web 2.0 BPM framework) with multiple interfaces (retail POS, ERP, logistic systems) – alongwith DHL, Singapore. Implemented web based retail dashboard (mymicros) solution with deep linkages to Micros POS, for real time transactional data

IT Head

Yum! Restaurants International [Pizza Hut, KFC]

Regional IT Head role

Manage IT systems (infra,apps) ramp up, as market grew from 37 retail outlets to 150 Pizza Hut outlets across India region. Active Franchise Engagement – to manage, influence and support franchisee IT teams across India subcon region.  Part of the market launch/startup team – for Pizza Hut and A&W entry into Bangladesh

Define IT strategy (3yrs) for the business (Pizza Hut, KFC) – aligned with cross functional business team & franchisee leadership

IT Lead - KFC India Market entry. Project leader for deployment of Micros solution (KFC Brand) across retail outlets. Successful implementation within aggressive business timelines – involving extensive engagement with business stakeholders, global IT teams and vendor/partner, based out of Australia  

Deployment of bespoke data warehousing (MIS)/BI solution - led cross functional team, to identify business requirements and roll out with interfaces to third party systems

Developed call center strategy for Pizza Hut (Outsourced vs Owned, Distributed vs Centralized).  Led multiple stakeholders – call center management, application vendor & franchise IT teams to streamline call center operations (reduced ATT and improved calls/order ratio). Benchmarked with International Pizza Hut call centers in Korea, Australia

Detailed retail POS solution functionality evaluation & analysis. Solutions evaluated - Micros, Compris & Brainpower

Manage enterprise/corporate IT, office relocation, etc - Vendor Liaising and interfacing with global IT teams in Asia Pacific and US

IT Manager - YRI (India Subcontinent)

Honeywell International (India)

IT Head role for Metglas SBU.

Business Partnering.  Worked with departmental heads, to identify business (IT) priorities, pain points - and develop prioritized IT solutions portfolio, with timeline phasing.

Manage ERP Implementation, at Manufacturing Plant : (BaaN) ERP Version Upgrade, Multi site ERP Implementation - extended ERP implementation to other business units in US & corporate office for company wide consolidated reporting. Organized Value Discovery Workshop with Polaris to identify gaps/optimizations to unlock ERP business value – and develop a structured roadmap for the next three years

Vendor Liaising. Plan and execute roll out of Managed Services / Outsourcing Model.

Rolled out Bar Coding solution for sales dispatch process, with ERP integration

IT representative for Metglas Solutions as part of the Honeywell – GE  Integration team. Worked with GE (General Electric) Plastics, North America to develop application integration interface with Oracle Financials 

Leverage Six Sigma methodology (Green Belt trained) for improved process efficiency

Interim IT Head (pan India) for Honeywell India Corporate (6 months) – during GE integration phase.  Promoted within one year of joining.

Asst IT Manager

New Holland Tractors (India) -  [Fiat Group Company]

Learning (all) the technology ropes in a green field project, immersed with European stakeholders.

Joined Fiat Group, as Management Trainee through Campus Recruitment. Cross Functional Immersion.

Management training (on Fast track) onsite at Fiat's European offices/plants - for better understanding of Fiat management methodologies and deeper understanding of Manufacturing processes. Based out of Turin, Italy and Antwerp, Belgium (Manufacturing plant)

Core team member responsible for Planning / installation of IT Infrastructure for greenfield Manufacturing plant – Networking, Servers, Storage, etc

Implementation of Baan ERP Manufacturing package - with focus on SFC, QMS, Routing, BOM, MPS and MRP modules

Baan Tools & AIX administrator responsible for SQL queries, MIS reports , uptime availability and liasing with Baan Global support to resolve software bugs.  Database migration from Baanbase to Oracle RDBMS. Worked on Seagate Crystal Report Writer

Executive - Information Systems

Award winning business savvy technology professional with extensive multi industry transformation experience across – FMCG, Retail and Manufacturing

Having lived across geographies (Netherlands, Singapore) - Nitin is an institution builder and provides a practitioner's perspective towards effecting business value realization through technology mediated digital transformation/s

He has in depth experience across enterprise processes, Organization Change management, IT strategy road mapping, Cloud implementation, various ERP's, CRM and analytics roll out and setting up India (shared service) IT captive / GIC's

Across Nitin’s diversified business IT experience, he has worked with leading American and European multinational organizations : Fiat, Honeywell, Yum Brands (Pizza Hut, KFC), Starbucks Coffee, Computer Science Corporation (CSC), Unilever, PepsiCo and Ramboll – across global, Asia Pac and India sub con roles. He is an MBA with an engineering background - with multiple industry certifications across various IT domains- PMP, BRMP, ITIL and Agile framework/s.

Nitin also has diverse multi cultural exposure – having worked with C  level executives - across Europe, Middle East, US, South East Asia and Nordics.

Key programs handled include : Setup Digital Transformation roadmap (aligned with company Board/leadership), Implement Connected Digital Workplace, India IT Captive/GIC Setup, #Digital Strategy definition, #CRM rollout (Wilke Thornton), myHR transformation (Aon Hewitt/SAP Success factors platform), Deep Analytics (iQ, mymicros), KFC India market entry (Micros Fidelio), Next Gen Distributor Management Systems (#SAP IS retail), Customized Supply chain solutions (DHL), IT Governance setup, Business case development, multi site ERP rollout/s - with application interfaces, 3 yr strategy IT plan/roadmap for Starbucks).......

Specialties:

• Business #Consulting, Solution #Architecture, #Outsourcing and #Startup experience #Innovation #Platforms
• #Digitalization - #Transformation roadmap, #BI, Analytics, #CRM, #BIM Strategy, #AI, #Drones, #IOT, Immersive Computing (#AR / #VR), #Cloud leverage, #digitaltwins
• IT Mgmt – Business Partnering, #IT #Governance, Cost Optimization. Strategic IT road mapping, 
  #Franchise operations, #Regional & #Global role, #ERP Impln, #GIC Setup, Vendor Liaising
• #FMCG #Retail, #Manufacturing, #Energy, #Infrastructure #Digital.

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