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?
I’ve always been naturally curious about how technology can solve business problems, which inspired me to pursue a career in IT. Early on, I recognized that technology could be a powerful driver of growth and efficiency across industries, so I focused on building expertise in IT operations, gaining hands-on experience in system administration and project management.
As my career progressed, I transitioned into leadership roles, starting with managing larger teams and projects that integrated technology into critical business functions. Over the past 36 years, I’ve had the privilege of serving in leadership roles such as Director, CIO, and CISO.
These positions have allowed me to guide organizations in making strategic technology investments, aligning IT with business goals, and transforming technology from a back-office function to a key business enabler.
I’ve worked across diverse industries, including financial services, recreation and leisure, healthcare, and global airlines. This broad experience has given me a unique perspective on leveraging technology for growth. At SPIRE Credit Union, for instance, I redefined the role of IT by aligning it with business strategy and driving process optimization.
Similarly, at Blaze Credit Union, I advanced cybersecurity and IT governance strategies, implementing robust security controls and aligning them with business objectives to enhance operational efficiency.
Currently, as a Senior IT Consultant with Purlin Horizons, I’m supporting Tradition Capital Bank on their 2025 digital banking migration. My focus includes system integration, optimizing project management practices, and creating a change management framework to ensure a seamless transition.
A core focus of my career has been system transformations and cybersecurity. I have led major transformations such as integrating cloud-based platforms like Salesforce and Workday, streamlining loan processes with advanced systems like Meridian Link, and implementing SOC and GRC programs to ensure compliance and data protection.
What do you think are the biggest issues facing CIOs in your industry?
As a CIO in the financial services industry, I believe the biggest issues facing technology leaders today include:
- Aligning IT with Business Strategy: One of the ongoing challenges for CIOs is ensuring that IT initiatives are not siloed but are fully aligned with the broader business strategy. Technology must be a business enabler, driving growth, improving customer experiences, and increasing operational efficiency. This requires CIOs to work closely with other business leaders to ensure that technology investments are tied to measurable business outcomes.
- Cybersecurity Threats and Data Privacy: Cybersecurity continues to be a critical challenge, especially in an industry managing sensitive financial and personal data. The increasing sophistication of cyberattacks means that CIOs must constantly evolve their security frameworks to protect against threats while ensuring compliance with stringent data privacy regulations like SOC, GRC, and FFIEC standards. Balancing proactive threat prevention with real-time incident response is a major focus.
- Digital Transformation and Legacy Systems: The push for digital transformation is also essential for staying competitive, yet many financial institutions are still operating with legacy systems. CIOs face the challenge of integrating modern, cloud-based solutions with existing infrastructure while ensuring minimal disruption to business operations. Successful digital transformations require not only technical upgrades but also a shift in organizational culture and capabilities to support innovation.
- Regulatory Compliance: Regulations are constantly evolving, introducing new requirements to safeguard data, ensure financial integrity, and protect consumers. For CIOs, keeping up with these changes while managing compliance costs presents a significant challenge. Prioritizing the implementation of systems and controls that maintain continuous compliance without hindering innovation is essential.
- Talent Acquisition and Retention: The rapid speed at which technology is advancing demands that CIOs build teams with the right skills to stay competitive. However, a growing skills gap in areas like cybersecurity, data analytics, and AI presents a significant challenge. To address this, attracting and retaining top IT talent while creating a culture of continuous learning and development is essential for maintaining a competitive edge.
What are your top 3-5 (ongoing) main priorities as a technology leader in your organization?
My primary focus is ensuring that technology strategies align seamlessly with organizational business objectives.
This means embedding comprehensive technology roadmaps into the broader business strategy to support long-term growth. By doing so, IT shifts from being a support function to becoming a catalyst for business innovation and performance. At organizations like Tradition Capital Bank, SPIRE Credit Union, and LazyDays RV (Tampa), this alignment has transformed technology into a strategic enabler, optimizing processes and delivering measurable value.
Strengthening cybersecurity frameworks and ensuring regulatory compliance are ongoing priorities. I have led initiatives to establish robust risk assessment frameworks and implement security programs such as SOC and GRC controls to safeguard sensitive data. For example, at Blaze Credit Union, I advanced IT security controls to protect data while ensuring operational continuity and supporting business goals securely.
Another key focus is leading digital transformation efforts. This includes upgrading legacy systems, integrating advanced technologies, and modernizing infrastructure.
At Tradition Capital Bank, I am actively involved in the 2025 digital banking migration, working to streamline systems and integration points for a smooth transition. These efforts not only enhance operational efficiency but also improve customer engagement and service delivery.
Ensuring that project management frameworks are efficient and effective is another key priority.
This includes planning, leading, and organizing agile teams to deliver high-quality projects on time and within budget. I focus on establishing best practices in project management, as I have done at Tradition Capital Bank, where I am optimizing the delivery method for the digital banking migration and streamlining customization processes.
Effective vendor and contract management is an ongoing priority that ensures the organization gets the best value from its technology investments. This involves identifying, assessing, and negotiating with vendors to align with our technology maturity goals.
I have led successful contract negotiations, ensuring favorable terms for technology projects and services, as seen in my work across various organizations.
How do you decompress from your role as a technology executive?
As a technology executive, I understand the importance of maintaining a balance between the high demands of my role and personal well-being. To decompress, I engage in activities that allow me to step away from the fast-paced environment and recharge.
I enjoy outdoor activities such as golfing, hiking, and walking, which help me clear my mind and reflect on the day’s challenges from a fresh perspective. Additionally, I make time for reading on various topics both for pleasure and my career, which not only helps me relax but also keeps me inspired and focused on personal growth.
I focus my time on ensuring I stay to the values of Faith and Family.
Faith provides a moral compass that can guide my decision-making. As a technology executive, this is especially important when facing complex ethical decisions. Having a set of values grounded in faith helps ensure that I lead with integrity and fairness.
Family serves as a vital support system, helping me stay grounded and encouraging a healthy work-life balance. Maintaining strong connections with loved ones provides emotional support during tough times and serves as a reminder of what truly matters—relationships, health, and personal growth. By prioritizing family, I ensure that my career enhances, rather than consumes, my life.
What advice would you give to someone aspiring to be a CIO?
My first piece of advice is to understand that being a CIO is not just about technology—it is about how technology enables the business.
To do this effectively, you need a deep understanding of the organization’s overall strategy, financial objectives, and customer needs. Prioritize building strong relationships with leaders across departments to ensure your technology initiatives align with and support the organization’s goals.
“CIOs do not operate in isolation.”
Leadership is critical for a CIO. You must inspire and guide teams through change, especially in the fast-moving world of technology. Equally important is being a strong communicator—translating complex technical concepts into clear, actionable strategies that non-technical stakeholders can understand. Building trust and credibility with the executive team and board is essential.
While many IT professionals focus on operations, a successful CIO must think strategically.
Your role is about driving innovation, optimizing processes, and ensuring technology investments deliver measurable business value. Focus on how technology can transform the organization and create a competitive edge.
Given the growing cyber threats and regulatory demands, aspiring CIOs should have a strong understanding of cybersecurity and risk management. Ensure that security is embedded into every initiative from the start. As a CIO, your responsibility includes safeguarding data, ensuring compliance, and managing risks that can affect the entire organization.
Technology evolves rapidly, and as a CIO, you need to stay ahead of trends. Be curious and open to innovative technologies, methodologies, and industry developments. This means continuous learning, whether through formal education, industry conferences, or peer networks.
It is also important to be adaptable—what works today may not work tomorrow.
CIOs do not operate in isolation. Success often comes from the relationships you build both inside and outside the organization. Build a strong, collaborative network with other executives, your IT team, and external partners. This helps in decision-making, innovation, and overcoming challenges.
Can you list the top book that you would recommend for a technology leader to have on their bookshelf/Kindle?
For any technology leader looking to build their bookshelf or Kindle collection, I recommend these favorites: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, and George Spafford, Good to Great by Jim Collins, and Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink.
I’ve found these to be incredibly valuable.
Can you share a specific quote that is a source of inspiration for you as a leader?
“Leadership is not about being in charge. It’s about taking care of those in your charge.”
Simon Sinek
My leadership is deeply rooted in empowering others to succeed, driving innovation, and ensuring that both technology and business strategies are aligned for long-term success.
The quote reflects my commitment to supporting and elevating teams and ensuring that they are equipped to deliver excellence.
