The Impact of the Tech C-Suite Expansion

Client Partner Carrie Kovach and CEO Martha Heller of Heller Search discuss emerging enterprise talent needs and what executives looking for new opportunities should know about taking their next career step.

Martha: The technology C-suite continues to expand. We see this every day when speaking with clients about technology talent needs. What does this expansion mean from your vantage point?

Carrie: Technology has taken center stage. With that increased spotlight, we are witnessing a significant evolution and expansion of technology leadership. There are new roles with increased responsibilities reporting directly to the expanded role of the CIO. These include leaders over product, engineering, cybersecurity, cloud services, and FinOps (optimizing a company’s cloud computing services to improve financial performance). New C-level titles and responsibilities have also emerged, like chiefs of product analytics, AI, and transformation.

Martha: And in addition to new roles, the CIO’s role itself has expanded. Today’s CIO is no longer an order taker. CIOs are shaping and driving business strategy. The CIO now wears many more hats and must be a multifaceted leader, who is simultaneously a change agent, innovator, leader, and strategist.

Carrie: Yes. They are also responsible for overseeing transformation, in addition to conceptualizing and implementing innovation. Technology and business strategy are inextricably linked. The CIO and its expanded suite have an expanded to-do list, and they are increasingly responsible for driving growth and value.

Martha: Transformation and innovation are critical needs for technology leadership today. But how does that translate into concrete, tangible responsibilities? And how do you identify those future leaders that can take on these critical objectives?

Carrie: It starts with the CIO, who is responsible for leading transformation and innovation at a company. The CIO may oversee migrating an entire technology stack to a modern architecture, like transitioning from on-premises to cloud solutions, and from legacy monolithic technologies to microservices. Beyond this technology transformation, CIOs are responsible for innovation and integrating new technologies like AI in a manner that aligns with the objectives of the company.

Martha: When I speak with our clients across industries, candidates’ ability both to transform and innovate are key focus areas when identifying future leadership. They want executives who are future and forward-thinking, who can think big in a progressive way. But they need executives who have already executed transformative plans. Companies need candidates with a track record of innovation and of truly moving the needle for a business.

Carrie: Actions speak louder than words. Leaders should have skilled teams to implement a vision but must prove that they were successful in bringing transformation and innovation to a company that impacted the bottom line positively.

Martha: This uptick in responsibilities raises the expectation that CEOs have of their CIOs. What should new CIOs expect when they walk into a new job?

Carrie: Companies want to see you learn the business as quickly as possible. Typically, there are so many pockets of technology happening all over the company, that the first order of business is understanding the business, so you can focus your limited resources on the right investments. At the same time, you want to get to know the team, get the right people in the right roles, so that when you get buy-in for your strategy and roadmap, you can move quickly.

Martha: You mention assembling the right team, and as we discussed, there is a whole new cast of executives who report to a CIO with varied responsibilities. How do you identify the right skills for your clients?

Carrie: Technical acumen remains important, as long as the depth aligns to the role. My team and I look for candidates who have led in the development and execution of transformative technologies that propel an organization forward. They need to be able to show tangible results. I’m looking for evidence of impact, driving value, and affecting the bottom line. Additionally, while technical proficiency is vital, I place equal emphasis on soft skills and business acumen. Candidates must prove the ability to understand and effectively integrate into the larger business strategy. Their management capabilities should reflect an ability to navigate and drive change.

Martha: It’s the balance of technical and business acumen.

Carrie: Yes, and the ability to look ahead. Candidates should anticipate the future of innovation. Show me that you can anticipate how to get from Point A to Point D, not just from Point A to Point B.

Martha: You’ve just described a dream candidate. What is your advice for CEOs who want to attract this level of talent?

Carrie: The role should report correctly. Don’t ask for a technology leader who can transform your entire business and then put the position under finance. Make sure your executive committee is aligned on what you are looking for: Someone to integrate systems and processes or to develop your new SaaS business? After that, it’s running a great search process with a structured interview process, and timely feedback.

Martha: That’s terrific advice and so critical to finding the right talent. Really, there is an abundance of riches today when it comes to talent. Silicon Valley is giving companies outside that footprint an opportunity to snatch transformative technology talent. What’s your message to that talent looking to make a jump in their career?

Carrie: It comes down to showcasing your ability to deliver tangible results. The real measure of a candidate’s skills is the ability to articulate the details of their resume. Candidates should confidently describe their business impact, not only the technologies they have used or implemented.

Martha: You are right, it’s not enough to state experience with AI tools. Candidates must explain how the AI tools impacted the business and contributed to measurable outcomes, such as a percentage increase in revenue. Additionally, candidates should be able to talk through instances when their leadership style effectively caused change.

Carrie: It is also critical to highlight the cultural fit. Companies want an executive who has the soft skills to seamlessly integrate into the company; these are attributes like transparency and empathy. No company wants to hire someone who adds friction.

Martha: And on that note, flexibility and nimbleness are important characteristics. There are many uncertainties, and no one has a crystal ball. Show that you can shift gears, roll with the punches, and be an effective chameleon.

Carrie: And stay authentic. Don’t say what you think the hiring committee wants to hear. That won’t end well. Being yourself throughout the process ensures this is the right long-term fit for you and the company – and ultimately, contributes to success for everyone.