Jerry Heinz has spent over 20 years exploring the intersection of technology and leadership as a CIO and tech innovator. From launching Emmy-winning interactive experiences to driving AI-powered platforms, he’s used cutting-edge tech to connect people in meaningful ways.

His journey started with a childhood curiosity about how things work, growing into a career that’s taken him through e-commerce, gaming, and innovation. Along the way, Jerry has built a reputation for combining technical expertise with empathetic leadership, always prioritizing collaboration and mentorship.

Now, as the CIO at Genvid Holdings Inc., Jerry is at the forefront of gaming and immersive storytelling, leading projects that push boundaries. A lifelong learner and dedicated mentor, he’s all about inspiring teams to innovate and make an impact.

Walk us through your career path. How did you decide to pursue a career in technology, and how did you get to where you are now?

My path to tech started when I was a kid, long before I knew a “technology career” was even a thing. My dad worked for Arthur Andersen Consulting back in the eighties, and one day he brought home this “portable” computer that was anything but. Naturally, I took it apart to see how it worked. My dad was less than thrilled, but that moment sparked something in me.

From then on, I was that kid who always asked, “But how does this work?” That curiosity has been the running theme of my life.

In high school, I paid for lunches by writing games on the TI-82 calculator and sharing them with friends – and years later, I even met someone across the country who still had one of my games! That’s when I knew I was onto something. Although I originally thought I’d become a teacher, I pivoted to computer science, where my curiosity found new fuel.

One of my professors, Phil Conrad, saw my interest and practically dared me to go deeper into networking and systems – and I was hooked. Grad school followed, and I dived into military research on network protocols, which paved the way for my career.

After grad school, I joined smaller tech companies where I found myself learning everything from technical strategy to security – the building blocks of what would become my CIO mindset.

I was eager for more, and that’s when I found GSI Commerce. As a contract developer working on a backend tools team, it was my first time being part of an established software engineering team – this was a huge operation of nearly 200 engineers all working in sync. We handled major e-commerce sites, launching platforms for big names like PetSmart, Dicks Sporting Goods, Toys R Us, and many others. They hired me full-time, and I rapidly rose to a senior director role and drove GSI’s technical strategy.

Leveraging my retail experience, I moved to Amazon, where I started on the retail technology team that sold video games. I quickly transitioned to building platforms for those games on Fire devices and in AWS (cloud gaming). My time at Amazon culminated in helping found Amazon Games, including AppStream, Lumberyard, and GameLift. It was in those crazy days that I learned operational excellence firsthand, an ethos that stuck with me.

Nvidia offered me the opportunity to get closer to the metal. I led tech for GeForce Now and their professional visualization solutions. In my role, I helped transition Nvidia’s solutions into their own cloud. It was here that I first dove deep into ML/DL, which led me to ActZero.ai.

At ActZero.ai, I took on my first C-level role as the first employee. There was nothing in place, so I built the technology strategy, bootstrapped hiring, staffed an amazing leadership team, and mentored them toward achieving ambitious goals. Here I learned the value of cross-organizational partnerships and the art of cultivating a thriving culture.

I love working with end-consumers, though, and when an opportunity came to dive back into the media and entertainment space, I took it and joined Genvid, where I am now. I joined as EVP of Platform Publishing, ready to help build out a publishing arm for original titles, but I quickly saw a critical gap in IT leadership. We were expanding from a few developer customers to potentially millions of end users, and the stakes for data privacy, security, and intellectual property were incredibly high, so I took on the CIO role.

Since then, it’s been a journey of cleaning up systems, pivoting the business, and ensuring we have the runway to keep growing.

It’s been challenging, but incredibly rewarding. We’ve built a strong foundation, and launched some successful titles, and I can’t wait to keep building on this momentum.

Looking back, there’s a clear thread that ties it all together – that relentless curiosity from my childhood, always asking, “What’s that?” It’s driven me from the beginning, and it’s still what keeps me excited every day.

Can you tell us about some of the initiatives you are proud of at Genvid and other major accomplishments at other points in your career?

At Genvid, one of the initiatives I’m most proud of is Silent Hill: Ascension: a groundbreaking, experimental experience that blurred the lines between television and gaming.

It wasn’t a traditional game – instead, it was a collective storytelling experience where the audience actively decided the narrative through their engagement. Players voted, strategized, and even worked together (or against each other) to shape the story’s outcome. What amazed me was the level of community involvement – people came together to influence key decisions, some even blocking others to achieve their desired outcomes.

It was a fascinating social experiment and a technical challenge, and the team’s hard work paid off when we won an Emmy for Outstanding Innovation and Emerging Media, along with a couple of Webby awards.

“I can honestly say, I never imagined winning an Emmy in my career. It was a humbling and exciting moment for the entire team.“

Another major milestone at Genvid has been applying lessons learned from Silent Hill to upcoming projects, like the recently released DC Heroes United. We’ve taken the innovative aspects of Silent Hill and streamlined the technical complexity, making the platform even better for the next wave of interactive storytelling.

It’s incredibly fun and the community is already raving about the story, animation, and game itself.

At ActZero.ai, I’m especially proud of the AI-driven platform we built, which could detect potential ransomware attacks up to 24 hours earlier than other platforms. That capability had a profound impact on our customers, particularly in industries like law and medical, where security is often an afterthought until it’s too late.

Seeing how our technology gave people breathing room – and even prevented career-altering disasters – was immensely fulfilling. This was a prime example of how AI can create space for humans to do their best work rather than replace them.

The Metaverse ETF ($METV) was another highlight of my career. It was a truly unique opportunity to contribute to a model and philosophy of the future of technology and watch it soar as many bought into that vision. I even got to join the bell ringing at the New York Stock Exchange as the ETF reached $500M AUM.

It was one of those “pinch me” moments I’ll never forget.

At Amazon, I brought the first virtualized GPUs to AWS EC2. As a child, I built my own PCs, but here was a chance to build a server for thousands of developers globally, and with graphics and AI capability to boot! In this process, I internalized the concept of frugality – not being cheap but spending resources exactly where they’re needed and nowhere else. That principle has served me well across my roles and allowed me to focus energy on what truly matters: building innovative solutions and creating value for customers.

A common thread through all these accomplishments has been my passion for cutting through inefficiencies. Whether it’s simplifying technology or scrutinizing budgets, I love finding and eliminating waste. Running lean creates space for innovation.

Looking ahead, what disruptive technology or trend do you see impacting the industry and society?

Well, artificial general intelligence is an obvious answer here. However, I’m more excited about advancing Extended Reality to merge the digital and physical world. Mixed reality —allowing virtual objects to interact with the real world—in particular has the potential to bring people closer together through unique and shared experiences.

A decade ago, when my father was bedridden, we talked about how incredible it would’ve been to transform his hospital room into a Star Trek-style holodeck, offering an escape from pain and meaningful interaction with his loved ones.

This is almost possible now.

For those who can’t leave their homes—whether due to illness, disability, or distance—immersive technologies could create profound experiences and connections.

I’m excited to see where this goes, especially as we push the boundaries of what cloud gaming can do. It’s an incredible time to live in, with so many great minds working on solving these challenges.

I couldn’t be more optimistic about the possibilities.

What do you think about the current state of IT talent that’s available? And what strategies are you using to find and develop that talent?

With myriad cost-cutting measures seen across industries, there’s just a lot of great talent out there. I know people in my network who, if I had the space, I’d snatch them up immediately.

“For me, hiring is a sales pipeline. Talent is my pool of potential customers, and the goal is to nurture relationships to fill the spot with the right person.“

It starts with understanding the business and defining the problem—what does the company truly need? Sometimes it’s not hiring but finding a service.

If hiring is the solution, I identify the right communities and network with experts. This means rolling up my sleeves—reading papers, talking to people, and building relationships.

It doesn’t happen overnight.

Once I bring someone in, it’s about setting them up with a great problem to solve and fostering a culture of mentoring and learning. Everyone contributes—mentorship comes from all levels within a thriving organization. Modeling and promoting curiosity, humility, and continuous improvement drives innovation. We focus on failing fast, learning quickly, and moving forward.

Creating a culture where everyone lifts each other up is key to building the best teams.

What advice would you give someone aspiring to be a CIO, based on your experiences and your background?

The first thing I’d tell someone aspiring to be a CIO is get curious—and not just about the tech.

I’ve always been deeply rooted in technology, and that technical foundation has been invaluable. But what propelled me forward was challenging myself to understand the business. Get curious about how money flows, how the company stays afloat, and what customers value.

Ask yourself: Why are customers buying our product? What are they willing to pay for? That curiosity is key.

Of course, build your technical skills—learn security, data privacy, compliance, and operational excellence. But remember, operational excellence isn’t about creating alarms for the sake of alarms; it’s about understanding the why. Care about the customer’s experience and how your work impacts them.

“Focus on the bigger picture, and always think about how technology drives business success.”

Another critical skill is financial literacy. Early in my career, an executive told me, “If you can’t read a financial statement, maybe you should go back to school.”

I didn’t get an MBA, but I learned by asking questions, reading 10-Ks, and studying how companies align their strategies with technology. That knowledge is invaluable—it helps you frame IT not just as a service, but as a core business enabler.

Finally, avoid the “help desk trap.”

Yes, operational tasks are necessary, but they’re not the most valuable or interesting part of the job. Focus on the bigger picture, and always think about how technology drives business success.

Who would you say has been the biggest influence on your career path, either in school or in a previous role? And why?

The biggest influence on my career is undoubtedly Phil Conrad, my professor during undergrad.

Phil had high standards and held me to them, but he also led with empathy, supporting me through personal challenges and showing me how to care not just about the technology, but about people. He had a deep love for learning and brought that passion into everything he did, which was truly inspiring.

I also owe a lot to Paul Amer, my graduate advisor, who helped me navigate a rocky start in grad school and encouraged me to keep going when I struggled for the first time academically. Thanks to his guidance, I turned things around and graduated as the youngest master’s graduate in computer science at the University of Delaware.

Later in my career, mentors like Marc Sule and Steve Cherry at GSI Commerce taught me how to lead people, not just technology.

Ethan Evans at Amazon showed me how to excel in operations, especially during high-pressure situations. Watching him juggle engineering, PR, leadership, and customer relationships in critical moments taught me invaluable skills.

Finally, Sameer Bhalotra, the CEO at ActZero and a former White House cybersecurity chief, gave me a masterclass in relationship management and consensus building. His ability to turn conflict into alignment was like magic, and I strive to apply those lessons every day.

Each of these mentors shaped my approach to leadership, showing me that excellence is about balancing technical expertise with empathy, communication, and collaboration.

How do you decompress from the challenges of being a CIO? What do you like to do for fun?

To decompress, I love getting outside. Hiking, camping, or even just lying on a beach—anything outdoors is my reset.

My wife, Diana, and I recently hiked the Inca Trail to Machu Picchu—four days, 26 miles, and 13,000 feet of elevation. It’s something I’d wanted to do since I was five, and while it was challenging (especially with a sprained ankle), I came back completely energized.

I also volunteer for my local search and rescue organization. It’s both fulfilling and refreshing: a nice change of pace to take orders instead of giving them, following a procedure, and helping people in need.

Lastly, I’m a tinkerer.

I love building things with my hands—whether it’s home automation projects or furniture like my bookshelves and tables. There’s something deeply satisfying about stepping back and saying, “I built that.”

Are there any books that you recommend, that you give to others, or that have shaped you as a leader?

I always recommend The Goal by Eliyahu Goldratt. It’s a bit dated—it was written in the eighties, and it shows—but it’s a classic for understanding business operations.

For aspiring CIOs, it pairs well with The Phoenix Project. In fact, I recommend reading The Goal first, as it’s more business-focused and helps you see the true value in The Phoenix Project by providing essential context.

Another great book is The 15 Commitments of Conscious Leadership. A mentor recommended it to me, and now I recommend it to others, especially as they rise into leadership roles. It’s about balancing strong business leadership with empathy—not just for others, but for yourself. The introduction alone, comparing two types of leaders, was eye-opening for me. I saw myself in the stressed, overworked leader and realized I wanted to become the other type. It’s a fantastic read for anyone looking to grow as a leader.

Anything else you’d like to add before we wrap up?

I’d be remiss if I didn’t thank my wife, Diana, for her patience, love, and support.

I talk a lot about empathy and leadership, and I’ve never met anyone with a bigger heart than her. She inspires me every day, especially in how she approaches challenges, and often makes me reflect on how I could handle situations better.

I’ve also come to truly value the importance of family, friends, and a support network outside of work.

For many years, I didn’t fully appreciate how crucial that is, but I’ve realized my satisfaction in life and career really flourished when I understood what I had and drew inspiration from it.

Having that support system makes all the difference.