chief information officer
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Search complete. 1798 mentions across 636 episodes found for "chief information officer".
Nov 6, 2026
Brett KingGUEST
You don't need to develop skills up through the chain anymore because you're jumping straight to building models based on the most advanced skills that we have.
Brett KingGUEST
And that's a problem because what happens if the model breaks sometime in the future? Who do you bring in to do this? Then if you talk about the chief risk officer and the chief – the CIO and things, they're going to have more – Digital immigrants, as Yuval Noah Harari calls them, they're going to have more digital employees than they will have human employees.
Brett KingGUEST
Every human employee is going to have to manage an agency workforce within a very short period of time.
Brett KingGUEST
And so it really changes the dynamic from an organizational structure perspective, you know, where, again, we say that, you know, the bank of the future is going to have more agent customers than human customers.
Marcus SachsGUEST
And so they sent me to Fort Bragg to be the automation officer for the 18th Airborne Corps.
Marcus SachsGUEST
Today we would call that the CIO or the CTO, but back then it was the automation officer.
Marcus SachsGUEST
So I started building things, building networks that could talk from airplane to airplane or down on drop zones and stuff.
Marcus SachsGUEST
And this would be about 1994, 1995 timeframe.
Carissa BreenHOST
People then even introduce themselves.
Carissa BreenHOST
Hi, I was the ex-CIO of X company.
Carissa BreenHOST
But you don't work there anymore.
Carissa BreenHOST
So how can you, like, I get it, you can talk about it in theory, but it's a very unusual thing when I'm sort of speaking to someone and they straight away say, I'm the ex of this company, which was five years ago, mind you.
Luca MarzoratiGUEST
Yes, it's an ego thing, for sure.
Luca MarzoratiGUEST
People, again, has been relying on title for a long time.
Luca MarzoratiGUEST
What they need to be asked themselves, again, is like, what's your value proposition next? I don't really care you being the ex-CIO of XYZ or ex-CEO of blah, blah, blah.
Luca MarzoratiGUEST
I care which problem you're going to solve for me.
Jim BeachHOST
I had a guest on, and I'm sorry I don't remember her name, but she was a PhD and her work was peer-reviewed, that had come up with 96% of projects, AI projects, at the corporate, I think she said 5,000 level, never get implemented.
Jim BeachHOST
That they get... designed and talked about and praised, but actually never get implemented, and that the CEO knows it, and the CEO knows that the CIO is lying, and that we're all in on it.
Jim BeachHOST
We're all lying together because we all know that we'll get fired if we're not doing it, and hence one of the major problems.
Jim BeachHOST
Do you agree with that number? Absolutely.
Eric SiegelGUEST
On the level covered in my book, what's predicted, how, what are you going to do about it and how well is it going to work? Um, you know, that's going to make all the difference in the world.
Eric SiegelGUEST
And we can realize so much more of the promise and potential of this technology.
Jim BeachHOST
So what do they need to be doing differently? What does the CIO need to do differently?
Eric SiegelGUEST
Well, the answer to that question was the reason that I wrote the book, the I play book.
RobHOST
Rhymes with law industries.
RobHOST
We had a total butthole CIO, a psych major, call him Jim Dingleberry, but maybe leave off the dingle part, who would have management team barrel meetings.
RobHOST
This was short for Fish in a Barrel meeting, where Jim Dingleberry would systematically pick out a manager, grill him mercilessly about any petty issue or problem in their department, then constantly call them derogatory names, try to make them look inept and stupid, and threaten to fire them.
RobHOST
This went on every single management meeting, every time there was such a meeting.
Alex DanobregaGUEST
We look at the whole business in a holistic way to make sure we're not missing any components.
Alex DanobregaGUEST
And we also adhere to the CIO requirements.
Alex DanobregaGUEST
So rather than just talking about tech, we look at the other aspects that are important for a business to make that decision.
Alex DanobregaGUEST
And I think that's kind of the foundation on why we've been so successful in the last 10 plus years.
22 MINS LATER
Andreas DiamantiGUEST
So similar challenge in their industry as in ours.
Andreas DiamantiGUEST
So I think that would be the only concrete use case I've seen where it's produced meaningful value.
Joel BeasleyHOST
What advice would you give other CIOs, CTOs about balancing innovation, cost, risk, long-term priorities?
Andreas DiamantiGUEST
For me, it's two things.
Talitha WashingtonGUEST
So, I think as I go along this journey, it's, okay, there are pockets of things I don't know in operations.
Talitha WashingtonGUEST
Now, me and the CIO… besties, right? CSO besties.
Talitha WashingtonGUEST
I understand what their vantage point is and how we can make that relate across the university because I understand the academic research side.
Talitha WashingtonGUEST
And so now we can think about doing things in, I'll say, a more coordinated fashion.
Paul WangGUEST
Slade funded more than 3.2 million every year, so we got some other funding too.
Paul WangGUEST
For AI, as a computer scientist, for many years in the academia industry.
Paul WangGUEST
I was a CIO some time ago, 10 years ago.
Paul WangGUEST
I was thinking about, there are several things we can talk about.
RickHOST
And then last week, I was at a CDW one.
RickHOST
And so these were sort of invite-led conferences where it was a bunch of CIOs and CISOs.
RickHOST
Oh, nice.
RickHOST
And for both of them, there's basically... like half a day of talks the first day and then some social stuff at night and then a full day of talks the second day and then they give you some breakfast and kick you out pretty quickly.
RickHOST
I mean, they were fantastic hosts.
RickHOST
It was a lovely thing, but the content was out of this world.
RickHOST
And I got to talk to like – a ton of big company like CIOs and CISOs about what's going on, how are you doing, here's what I'm up to.
RickHOST
So we talked about a ton of stuff, mostly like 85%.
John GilroyHOST
Yeah, it does.
John GilroyHOST
So if a federal CIO is listening to this and they they want one little quick takeaway.
John GilroyHOST
So what is one action that a federal leader could take this week to improve visibility of their attack surface?
Michael CentrellaGUEST
This is your question, right? You like this? Yeah,
Michael CentrellaGUEST
That's a great one, obviously.
Michael CentrellaGUEST
So it makes everyone think.
Michael CentrellaGUEST
So I'd ask if I was a leader in the government, though, I'd ask my CIO, my chief information officer or my chief information security officer, one very simple question.
Michael CentrellaGUEST
Show me what the Internet sees when it looks at us.
Alex WeinertGUEST
It's what caused us to go build the tool we built.
Chirag KhanejoHOST
So that means this can and will happen, and you should be prepared for that, right? And so when you talk to a lot of CIOs or CISOs, do many of them know what their detection and kind of fixing it and recovery turnaround time might look like or plan look like? Do you think a lot of companies have it?
Alex WeinertGUEST
I mean, obviously it depends on the organization.
Alex WeinertGUEST
Let's say my belief, and we have some data that we'll be publishing soon on this.
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