AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
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AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
That didn’t work.
AI may dominate headlines, boardroom conversations, and investment decisions, but according to experienced technology leader Rebecca Fox, organisations risk missing a far more important truth: Technology alone does not create value. After decades in technology leadership, including serving as Global CIO of a FTSE 250 cybersecurity business and leading complex transformation programmes across ERP, CRM, data, and digital systems, Rebecca believes successful technology leadership still comes down to fundamentals: people, business understanding, and execution. As organisations race to modernise, adopt AI, and rethink operating models, the leaders who succeed will be those who balance innovation with realism. We Are All Technologists Now Rebecca’s journey into technology began early. Growing up with a father who taught computer science, she learned to code as a child and even helped build electronic point-of-sale systems as a teenager. Unlike many technology leaders who transitioned into IT later in their careers, Rebecca has worked in technology from the beginning. But her perspective on the role technology plays today is broader than many expect. “We all work in technology now,” she explains. Whether through digital tools, social media, AI, or workplace systems, technology shapes nearly every part of modern life and business. In Rebecca’s view, understanding technology is no longer optional, regardless of role or function. At the same time, she believes leadership extends beyond job titles. “We are all leaders,” she says, arguing that influence, behaviours, and accountability exist at every level of an organisation, not just within formal leadership positions. For technology leaders, this mindset matters. Success increasingly depends on helping entire organisations become more digitally confident, not simply delivering systems. AI Is Powerful, But It Is Not Magic Rebecca is optimistic about AI. She sees enormous opportunity in its ability to improve productivity, accelerate learning, and democratise access to knowledge. In her words, AI represents a moment where technology is becoming accessible to more people than ever before. But she is equally clear about the risks of overreaction. For Rebecca, much of the current market conversation lacks maturity. Businesses are rushing toward adoption without always understanding where value exists or what responsible implementation looks like. “AI is just another technology,” she says. A powerful one, certainly, but still something that must be approached strategically. She points to recent examples of organisations reducing headcount too aggressively under the assumption AI could immediately replace people, only to later reverse course. The lesson? Poor technology decisions are often leadership failures, not technology failures. Technology without a strategy rarely delivers sustainable value. The Education Gap Organisations Are Overlooking One of Rebecca’s strongest concerns is the growing knowledge gap around AI. While organisations continue investing heavily in tools, many employees still do not fully understand how to use them effectively or responsibly. Rebecca believes this presents both a challenge and an opportunity. Used correctly, AI can: Improve productivity Accelerate learning and development Support better decision-making Remove repetitive administrative work Help individuals and organisations scale capability But this only happens when organisations invest in education. Without practical understanding, employees are more likely to fear AI or misuse it than benefit from it. For leaders, the priority should not simply be implementation. It should be helping people understand what the technology is capable of and where its limitations exist. Why Human Judgment Still Matters Despite enthusiasm around AI, Rebecca remains clear about one important reality: Human oversight still matters. Unlike traditional software systems, AI does not always produce identical outputs for identical prompts. It can be creative, adaptive, and helpful, but also inconsistent. Rebecca shares her own experience of using AI to support proposal writing, only to discover entirely fabricated claims woven into otherwise convincing content. The technology sounded persuasive. The information was wrong. For organisations adopting AI at scale, this highlights an important lesson: governance matters. People remain the final line of defence. The same principle applies in cybersecurity, where Rebecca argues human awareness continues to be one of the strongest protections organisations have. AI may accelerate capability, but accountability still sits with people. The Bigger Threat Leaders Cannot Ignore While much of the technology conversation centres on AI, Rebecca believes another issue deserves far greater attention: cybersecurity. Having led technology within a global cybersecurity business, she describes cyber risk as the true existential threat facing modern organisations. The challenge is growing more complex. AI creates opportunity, but it also creates more sophisticated attack vectors, stronger phishing attempts, and faster exploitation of vulnerabilities. In Rebecca’s view, no organisation can afford to treat cybersecurity as a secondary concern. It is no longer an IT issue. It is a board-level business risk. As businesses become increasingly digital, resilience, governance, and preparedness become essential leadership responsibilities. Quantum Computing: The Next Frontier Beyond AI, Rebecca sees quantum computing as the next major technological shift on the horizon. While still emerging, the implications could be profound. Quantum computing could dramatically increase processing power, changing everything from scientific research to encryption and security. For cybersecurity, the impact could be especially significant. Many of today’s systems rely on cryptographic protections that quantum computing could eventually challenge, forcing organisations to rethink how data, secrets, and digital trust are protected. How close are we to this future? Rebecca acknowledges that no one knows for certain. But for technology leaders, understanding what may come next matters just as much as responding to today’s priorities. What Great CIOs and CTOs Get Right When asked what separates successful technology leaders, Rebecca keeps it simple. For her, great CIOs and CTOs consistently get three things right: Leadership Technology leaders must set direction, create clarity, and bring people with them. This extends beyond managing technology teams. It means influencing stakeholders, securing buy-in, and aligning organisations around a shared vision. Understanding the Business Rebecca believes one of the biggest mistakes technology leaders make is focusing too heavily on systems while failing to understand the business itself. Technology should support commercial priorities, not operate independently from them. Leaders who fail to understand strategy risk delivering solutions that solve the wrong problems. Execution Vision without delivery creates little value. Technology leaders must not only create plans, but execute them effectively and consistently. For Rebecca, meaningful value creation comes through delivery of the right outcomes, not simply ambitious ideas. Advice for Future Technology Leaders For aspiring CIOs and CTOs, Rebecca’s advice is straightforward: Do not stand still. Learning, growth, and curiosity matter. She encourages professionals to regularly assess whether they are still developing, exposing themselves to new challenges, and building broader experience. Her personal framework centres on three principles: Growth : constantly learning and evolving Ambition : believing in yourself and challenging yourself to improve Integrity : staying grounded and leading with honesty Progress takes time. Technology leadership is not built overnight, but through consistent learning, strong experiences, and a willingness to keep moving forward. What This Means for Hiring As technology becomes increasingly central to business performance, organisations are rethinking what they need from CIOs and CTOs. Technical expertise alone is no longer enough. Increasingly, organisations need leaders who can: Translate technology into business outcomes Lead people through change Implement AI responsibly Balance innovation with execution Understand risk, governance, and cybersecurity Align technology investment to organisational strategy At EBC, we work closely with organisations to identify technology leaders who combine commercial thinking, strong execution, and leadership capability to deliver meaningful transformation. This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving across technology, transformation, and leadership. I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk. Reach out at david.webb@ethosbc.com
That didn’t work.
