Walk us through your CIO path. How did you decide to pursue a career in technology, and how did you progress to your current organization?

My path to becoming a CIO has been marked by continuous evolution, fueled by my passion for leveraging technology to drive positive outcomes for the organization and the communities we serve.

From my early days as a software engineer, I was captivated by the power of technology to solve complex challenges and create innovative solutions. This led me to proactively seek roles with increasing responsibility and strategic impact.

At McKesson, I had the privilege of advancing from an engineer to a Director and Solutions Architect, honing both my technical and leadership skills in leading large-scale technology initiatives and delivering tangible business value. This experience formed the foundation for my subsequent roles as Chief Information Security Officer and Chief Technology Officer, where I spearheaded projects that resulted in significant cost savings, improved operational efficiency, and strengthened cybersecurity postures.

My current role as CIO allows me to leverage my diverse experience and passion for technology to drive strategic alignment and innovation to accomplish organizational missions.

I am committed to building high-performing teams, fostering a culture of continuous learning, and utilizing technology to achieve SPLC’s business objectives and goals and create a lasting impact on the communities we serve.

Tell us about your company. Speak to the industry, the size of the company, and the services provided to your customers.

The Southern Poverty Law Center (SPLC) is a catalyst for racial justice in the South and beyond. We operate within the civil rights and social justice sector, working to advance the human rights of all people.

With about 400 employees, the SPLC is a nationally recognized nonprofit organization with a significant impact. We are supported by a dedicated team of legal professionals, researchers, educators, advocates, and community organizers who work tirelessly to achieve our mission.

At SPLC, we work to combat hate, injustice, and inequality through a multifaceted approach. We provide strategic litigation to fight systemic discrimination, advocate for policy changes that advance racial equity and protect marginalized groups, and educate and empower communities on social justice through programs like Learning for Justice.

The SPLC is committed to creating a more just and equitable society for all.

We believe that by working together, we can overcome the legacy of injustice and build a brighter future for future generations.

What are your top 3-5 (ongoing) main priorities as a technology leader in your organization?

As a technology leader at the Southern Poverty Law Center, my top priorities—programmatic enablement, risk management, and responsible resource management—revolve around strategically aligning technology with our mission of combating hate and injustice

Technology serves as a force multiplier for our social justice initiatives and my focus is on leveraging technology to empower our teams, streamline operations, and amplify the impact of our programs. This includes modernizing legacy systems, adopting innovative solutions, and fostering a data-driven culture to inform decision-making.

Safeguarding our sensitive data and critical infrastructure is paramount in the face of evolving threats. This involves fortifying our cybersecurity defenses, ensuring robust data protection measures, and creating a culture of security awareness across the organization.

As a Non-Profit organization, we have a profound responsibility to our donors to ensure that every dollar is utilized effectively.

My priority is to implement cost-effective technology solutions that maximize value and deliver tangible results supporting our mission. This involves optimizing IT spending, driving efficiency, and ensuring technology investments align with our strategic goals.

What was the most pivotal challenge you faced as a CIO, and how did you overcome it?

One of the biggest challenges I face as a CIO is balancing the demand for IT services with limited resources.

There are always more requests for support and new projects than we have the resources for. At the same time, it’s crucial to keep up with new technologies and ensure the team has the right skills, which is no small task.

Keeping the team motivated to learn new tools while maintaining current systems can be tough, especially with tight resources.

To tackle this, I’ve developed a strategy that focuses on aligning IT projects with long-term company goals, making the most of what we have through strong project management and continuous learning. I also make it a point to empower the team through open communication, recognition, and opportunities for growth.

This approach has helped me build a high-performing IT department that meets the business’s changing needs, even with limited resources and the constant evolution of technology.

How do you decompress from your role as a technology executive?

The demands of a technology executive role can be significant, but I’ve found that effective delegation, coupled with a fulfilling personal life, is key to maintaining balance and focus.

By entrusting my team with the day-to-day operations, I create the space to focus on strategic initiatives that drive our mission forward. This not only empowers my team but also allows me to derive intrinsic satisfaction from creating meaningful value for our organization.

Outside of work, I find rejuvenation in spending quality time with my family. I have young children and I cherish the moments I share with them.

I also find great enjoyment in spending time outdoors. Georgia offers numerous scenic trails, including the renowned Appalachian Trail, which I often explore on day hikes. Also, my family recently adopted a Labrador Retriever mix, and we delight in taking leisurely walks together in the city’s parks.

This balanced approach ensures that I can bring my best self to my role as a technology leader while also enjoying a fulfilling life outside of work.

What do you think are the biggest issues facing CIOs in your industry?

In the Non-Profit sector, CIOs face a unique set of challenges that require strategic thinking and resourcefulness.

• Resource Constraints: The Non-Profit sector often operates with limited budgets, making it challenging to invest in cutting-edge technology and attract top talent. This necessitates focusing on cost-effective solutions and maximizing the value of existing resources.

• Aligning Technology with Mission: The Non-Profit sector’s focus on social impact requires technology solutions that directly support and advance the organization’s mission. CIOs must ensure technology investments align strategically with programmatic goals and deliver tangible value.

• Cybersecurity and Data Protection: Non-profits are increasingly targeted by cyberattacks, making strong data security measures essential. Protecting sensitive donor and beneficiary information while operating with limited resources is a constant challenge.

These challenges, while significant, also present opportunities to demonstrate leadership and innovation. By strategically addressing these issues, I have been given opportunities to empower our organization to achieve greater impact and create lasting social change.

What advice would you give to someone aspiring to be a CIO?

For aspiring CIOs, start by establishing a strong technical foundation.

In the SMB sector, versatility is key, and deep technical knowledge not only supports decision-making but also builds trust with teams. However, while technical skills are critical, leadership ability is what truly drives success at the C-suite level.

Focus on developing communication, collaboration, and decision-making skills to lead and inspire effectively.

Adaptability and resilience are essential. CIOs should embrace challenges with a growth mindset, seeing mistakes as opportunities and being willing to take calculated risks. Staying updated on both technology trends and your industry to ensure long-term strategic alignment is also vital.

Seek out growth opportunities by stepping outside your comfort zone and taking on challenging projects. Build relationships across functions, actively seek mentorship, and always look for ways to contribute strategically.

Remember, technology is just a means to an end—your ultimate goal should be to deliver solutions that drive business value and align with organizational goals.

Can you list the top book that you would recommend for a technology leader to have on their bookshelf/Kindle?

One of the most impactful books I’ve encountered is Robert E. Quinn’s “Deep Change.”

It is a seminal work on leadership, change management, and organizational transformation and I consider it essential reading for any technology leader.

This book provides profound insights into the complexities of leading through periods of deep change—a crucial skill for technology leaders. Quinn explores the dynamics of personal and organizational transformation, emphasizing the importance of visionary leadership, calculated risk-taking, and the relentless pursuit of excellence.

Can you share a specific quote that is a source of inspiration for you as a leader?

“The future is not something that just happens to us. The future is something we make”

IFTF, Palo Alto