Bill VanCuren has lived a life defined by adaptability, leadership, and foresight. As the former CIO of NCR, he helmed technology transformations for nearly 40 years at one of the world’s foremost providers of consumer transaction technologies.

Today, he is embracing the next phase of his career as an advisor, mentor, and educator, focusing on nurturing the next generation of IT leaders.

In this candid interview, Bill takes us through his journey from humble beginnings on an Ohio farm to the heights of corporate leadership. He shares his insights on navigating a transforming tech-sector, building a legacy, and the critical role that mentorship plays in shaping the future of technology leadership.

Let’s start from the beginning. Can you tell us about your early background and how you entered the technology field?

I grew up on a small farm in southeastern Ohio, where my father was a construction worker. It wasn’t a large enough farm to sustain us fully, but we grew vegetables and raised cattle and horses.

I’ll admit, the farm life wasn’t for me. I had severe respiratory allergies, so the doctor’s advice was pretty clear: find a career that would allow me to work indoors, ideally in an air-conditioned environment.

That’s what initially drove me toward computer science. At the time, computer programming was an emerging field, and it offered both good pay and, most importantly, an air-conditioned office!

I pursued a degree in computer science at Ohio State University. My early interests were in application development and programming languages like FORTRAN and COBOL. The technical side of computing came naturally to me, and I realized I had a knack for logic and problem-solving.

After graduating, I interviewed with companies like IBM and HP, but ultimately, I landed at NCR, right in Dayton, Ohio. I initially thought they just made cash registers, but I soon learned that NCR was also a major player in the general-purpose computer market. It was a time when companies like NCR, Burroughs, DEC, Univac, and Control Data were all vying for market dominance.

I couldn’t have known it then, but that was the start of a nearly four-decade journey with NCR.

Staying with the same company for almost four decades is rare. How did you maintain your career momentum, especially with all the changes at NCR?

That’s a good point. People often ask me how I managed to stay with one company for so long. The truth is, NCR went through so many transformations during my tenure that it often felt like working for several different companies.

When I joined, we were primarily a hardware company. Over time, NCR evolved into a leader in software, SaaS, and digital banking. I was fortunate to have a lot of opportunities to grow alongside the business.

What helped me most was the ability to continuously learn and adapt. Early on, I embraced proprietary NCR technologies, but I quickly realized that open systems like UNIX and TCP/IP were the future. I didn’t just stay in the technical lane either. I made a conscious decision to learn about the entire business. I sought to understand sales, finance, manufacturing, supply chain, and back-office functions.

Another key was embracing change. As NCR transitioned from hardware to software, it was crucial to stay relevant. At times, that meant learning entirely new skills and technologies. But beyond technical skills, it also meant stepping into leadership roles, taking risks, and learning how to navigate the complex dynamics of a global corporation.

You mentioned that NCR went through major transformations. Can you talk about some of the biggest challenges and accomplishments during your time there?

One of the most significant shifts was our decision to move the company headquarters from Dayton, Ohio, to Atlanta, Georgia, in 2010. This was a pivotal moment for NCR. Not only were we moving geographically, but we were also shifting our corporate culture. Atlanta offered us access to top tech talent, particularly graduates from leading universities in our state, and it helped us accelerate our transition from a hardware-based company to a software and services company.

I decided to move with the company because I saw tremendous potential in what Atlanta could offer for NCR’s future. We were able to recruit and build a strong pipeline of technology talent that would allow us to innovate and stay competitive at the forefront of of our industry.

On the technology front, one of the projects I’m most proud of is the global deployment of NCR’s customer services platform. This was a massive initiative where we equipped around 20,000 field technicians across 50 countries with Android mobile devices. These devices allowed our technicians to access diagnostics, service history, and parts availability in real time. It revolutionized the way we provided service to customers and gave us a significant competitive advantage in the marketplace.

The project wasn’t just about deploying the technology; it was about enabling our business to scale and operate more efficiently. It touched nearly every part of the organization, from supply chain to CRM systems, and supported over $2 billion in annual revenue. It was a complex, global infrastructure that required collaboration across teams, regions, and functions.

You’ve been a strong advocate for aligning technology with business goals. How did you foster that connection during your time as CIO?

I always say that as a technology leader, you’re not just running an IT department, you’re a business leader. That mindset is crucial. If you’re only focused on technology for technology’s sake, you’re not going to last long in the C-suite. You need to align your technology initiatives with the broader goals of the business.

One of the best ways to do that is by truly understanding the business. I made it a priority to learn the ins and outs of our sales processes, supply chain, and operations. I spent time with our sales teams, learning their challenges and helping them solve problems.

For instance, our shift from being a hardware company to a software and services company required us to transform how we managed sales. We had to adopt new CRM systems and redefine our compensation triggers. I was often in the room with our sales leaders, figuring out how to design systems that would help them hit their targets and drive revenue.

But beyond the systems, it was about fostering a culture of collaboration between IT and the business. I always believed that IT should be a partner to the business, not just a service provider. The more we could demonstrate that technology was a strategic enabler, the more trust we built with other departments.

That’s how you get a seat at the table as a CIO, you speak the language of the business, and you show how technology can drive growth.

You’ve mentioned that embracing change is critical for career longevity. Can you elaborate on that?

Absolutely. I think one of the most important lessons I’ve learned is that you can’t be a victim of change, you have to lead it. Change is inevitable, especially in technology. The pace of innovation is so rapid that if you’re not constantly evolving, you’ll quickly become irrelevant.

I always approached change with an open mind and a willingness to learn. Take, for example, NCR’s shift from proprietary systems to open-source platforms. It wasn’t easy, but I saw the writing on the wall and realized that open systems were the future. Rather than resisting the change, I embraced it and made sure my teams were prepared for the transition.

Leadership during times of change also requires a certain level of humility. You won’t always agree with the direction the company is going, but if the decision is made at the corporate level, your job is to get behind it and help lead the organization forward.

That’s what differentiates successful leaders, they’re able to put aside their personal opinions and align with the broader goals of the organization.

You’ve moved into mentorship and advisory roles since retiring as CIO. Why is mentorship so important to you?

I’ve always believed that mentorship is one of the most powerful ways to give back. Throughout my career, I had mentors who helped guide me, and now I see it as my responsibility to pay that forward to the next generation of leaders.

One of the best pieces of advice I received early on was to learn the business, not just the technology. That’s something I always try to pass on to younger professionals.

It’s easy to get caught up in the technical aspects of a job, but if you want to move into leadership, you need to understand how the business operates. That’s why I encourage young leaders to seek mentors who can help broaden their perspectives.

“You can never pay back in life, but you can pay forward. When you do, you pay line by line, deed by deed, and that’s what I aim to do, help the next generation of leaders.”

I also tell people to never be afraid to ask someone to be their mentor. I’ve never turned down a request to mentor someone and it has been incredibly rewarding. And as a mentor, you often learn just as much from the person you’re mentoring. It’s a two-way street.

Today mentorship is more important than ever. The workplace has changed significantly, it’s more supportive, focused on relationships, and emphasizes soft skills. When I was coming up, the environment was much more rigid and top-down. Now, there’s a greater recognition of the importance of emotional intelligence, and mentorship plays a big role in helping leaders develop those skills.

You’ve made a significant transition from corporate leadership to advisory roles and teaching. What motivated this shift?

After retiring as CIO, I wanted to focus on what I call “Bill 2.0.” I spent nearly 40 years in the corporate world, and while I loved the work, I felt it was time to shift gears and focus on giving back.

My passion now is in helping the next generation of leaders, whether that’s through mentoring, teaching, or serving on advisory boards.

One of the things I’m working on is developing executive education programs. I’ve been building case studies on topics like business transformation, leadership, and contemporary issues like AI and cybersecurity. I teach a course at North Georgia University in MIS, and I enjoy bringing my real-world experience into the classroom. It’s a great way to make the material more relevant and engaging for students.

In addition to teaching, I’m involved in a few advisory boards for startups and mid-stage companies. These companies are typically in the early stages of growth, and I enjoy helping them navigate the challenges of scaling.

It’s a different kind of work than being a CIO, but it’s incredibly rewarding to see these companies grow and succeed.

What’s your perspective on the role of the CIO in today’s business environment?

The role of the CIO has evolved significantly, and I think it will continue to change. Ten years ago, the CIO was the primary technology leader in an organization, but now you’re seeing roles like CTO, CISO, and Chief Digital Officer. Technology has become so integral to business success that we’ve seen this fragmentation of leadership roles.

That being said, I think the pendulum will eventually swing back. At some point, organizations are going to realize that it’s more efficient to have one person overseeing all aspects of technology, security, and digital strategy. We’ve seen companies adding Chief AI Officers recently, but I think we’ll eventually see a consolidation of these roles back into the CIO suite.

The CIO of the future will need to have a broader skill set, encompassing security, business process alignment, and AI.

As you reflect on your career, what do you hope your professional legacy will be?

I think about legacy in two ways. First, there’s the legacy I left at NCR. I hope that my time there is remembered for helping the company integrate more deeply into the communities we operated in, particularly in Atlanta.

We had been in Dayton, Ohio, for over a century, and when we moved to Atlanta, I worked hard to ensure that NCR became a part of the fabric of the community, engaging in philanthropy and building relationships with nonprofit organizations.

The second part of my legacy is the impact I’ve had on the people I worked with. I hope that my employees felt I cared about them and that I fought for them when it mattered. Leadership isn’t just about driving results, it’s about building relationships and creating an environment where people feel valued. I’ve always tried to be the kind of leader who knew his employees by name, who took the time to understand their challenges, and who had their backs when things got tough.

“Your employees don’t care how much you know until they know how much you care.”

Now, as I focus on mentorship and education, I’m building what I hope will be the second part of my legacy, helping the next generation of leaders succeed.

The Wrap

VanCuren’s reflections on his career and the broader tech industry provide valuable insights into the enduring qualities that define successful leadership.

While technology will undoubtedly continue to change and evolve, the core principles of leadership remain constant: embracing change, aligning technology with business goals, and most importantly, building and nurturing relationships.

As a technology leader, he has proven himself to be more than just a CIO, he has become a recognized titan in the industry. His commitment to leadership, both as a CIO and now as a mentor, advisor, and educator, leaves an indelible mark on those he has worked with.

As he continues his mission to pay it forward, Bill VanCuren’s legacy will be defined not by the technology he worked with, but by the leaders he helped shape for the future.