The role of the Chief Information Officer, or CIO, first emerged as a job title in the 1980s. This highly specialised individual was tasked with overseeing the resources and staff within the information technology department. Traditionally responsible for implementing internal technology and keeping it up to date, they historically didn’t have much say about business strategies and decision-making processes.
However, over the past few decades, the role of the CIO has evolved remarkably, moving from the back office to becoming a genuine strategic partner, collaborating closely with their C-suite peers. Today, CEOs turn to CIOs to drive innovation and revenue-generating concepts across the organisation. As technology continues to gain prominence within organisations, CIOs have assumed a pivotal role in shaping organisational strategic directions.
Jacob Mathew, a distinguished Head of IT at an Abu Dhabi Government organisation and the esteemed recipient of the ‘CIO of the Year’ title at the edge Technology Leadership Awards, provides a remarkable example of how CIOs thrive in this dynamic landscape.
Mathew’s journey into the realm of technology began with a deep-seated passion for computers and a desire to assist others. His career path reflects his unwavering commitment to both of these ideals. “When I was in high school, I noticed that I had a passion for computers and helping people,” he says. This realisation was the driving force behind his decision to pursue a degree in computer engineering.
As he shares, “I think it is important to have a passion for technology to be successful in this role.” His career began shortly after graduation when he took on the role of an instructor at a computer institute in India. It was during this time that Jacob discovered another facet of his capabilities – a flair for public speaking. These early years were pivotal in refining his communication skills, a foundational quality that would prove instrumental in his diverse journey ahead.
From being an instructor, his career took him to Saudi Arabia, where he worked as a programmer at Saudi Aramco’s Ras Tanura refinery. In November 1998, he made the move to the United Arab Emirates, where he started in technical support for a company called Computer Assist, which was eventually acquired by IBM. Initially serving as an outsourced IT technical support provider to PwC, his dedication and expertise in managing their IT needs ultimately resulted in a remarkable transition. In 1999, he was invited to join PwC’s team, where he steadily climbed the ranks to assume the pivotal role of Head of IT. In this role, he was responsible for setting up, centralisation, and expansion of the IT function across the Middle East and North Africa (MENA) region, covering 12 countries and serving a workforce of over 4,700 employees.
During his transformative stint at PwC, Jacob Mathew fondly recalls a remarkable colleague and mentor who provided invaluable advice and unwavering support, playing a pivotal role in his career journey within the company. Reflecting on this, Jacob shares valuable lessons learned along the way: “Being loyal to the company is good, but you should remember that it’s equally crucial to remain loyal to yourself by committing to self-improvement and continuous learning.”
After an almost two-decade tenure at PwC, in June 2018, Mathew moved on to assume the position of Head of IT within an Abu Dhabi Government entity. In this capacity, he holds the responsibility of overseeing multiple teams, which encompass IT strategy, management, project execution, and cybersecurity.
Pondering the evolving role of IT leadership, Mathew describes how the role has shifted significantly from a primary focus on technical aspects to one that prioritises the resolution of business challenges and the acceleration of business growth. “CIOs are now being increasingly tasked with not just using technology efficiently but also driving revenue and value for the organisation,” he explains.
He goes on to highlight that CIOs today need to be effective communicators. They need to possess the ability to communicate effectively with both technical and non-technical stakeholders. “They serve as the bridge between technology and business, translating complex technical concepts into clear, business-relevant language,” he says.
When asked about his leadership style, Mathew describes how he ensures to have a servant’s heart. “To me, it’s crucial to constantly assist and stand by my team. I consider myself a rational leader guided by empathy, not ego.”
The IT chief’s leadership strategy is underpinned by several essential traits, as he explains, “‘Coaching’ is central. I provide on-the-job guidance and offer continuous feedback to help my staff develop themselves, not just during periodic reviews.” He is also dedicated to team development and making sure that his team celebrates important personal moments, such as birthdays, as well as fostering even stronger bonds through extracurricular meetings beyond the workplace.
Furthermore, he notes that respect for team members is paramount, by avoiding micromanagement. He is also a staunch advocate of diversity, highlighting the significance of different genders and backgrounds.
As a leader, Mathew also underlines the importance of being a good listener, not only in addressing staff concerns and assisting with their resolutions but also in actively seeking feedback from his team. This approach strengthens the spirit of collaboration in the decision-making process.
According to Mathew, he believes that this approach benefits the team and also helps leaders build trust and bond with them. “One of the most humbling moments in my career was when my team chose to follow me to a new company as I transitioned between roles,” he recalls.
Mathew then highlights the importance of fostering a culture of innovation. “CIOs need to drive innovation so that their team can follow,” he says. He also encourages CIOs to promote a culture that celebrates success while acknowledging that failure is an integral part of the innovation journey, stating, “Innovative solutions are discussed before we pilot, and everyone is aware that there will be a mixed bag of success and failures; we celebrate our success, but having failed in an initiative is not an issue.”
Mathew’s success philosophy rests on core principles that have shaped his impressive journey. He emphasises the value of SMART (specific, measurable, achievable, relevant, and time-bound) planning, blending adaptability with structure. Continuous self-improvement, spanning professional, spiritual, family, and social aspects, is central to his ethos. “I keep learning every day and believe that this is an absolute must for any human working in the technology space,” he says.
His success philosophy is also grounded in ethical integrity, emphasising his steadfast commitment to doing what’s right. Loyalty, a key value, extends beyond work and includes personal growth. Maintaining a healthy work-life balance, including physical well-being, is a driving force behind his productivity.
He adds, “It’s also important to balance your work and life environment. Health is our biggest asset – ensure that you don’t neglect your health when pursuing your dreams and career goals.”
Mathew also notes that giving back to the tech community is a fundamental responsibility. “In the past five years, I’ve had the privilege of speaking at numerous conferences and participating in insightful interviews, all with the intention of giving back to the technology community by sharing the knowledge I gained that has played a pivotal role in shaping my career.”
As Mathew’s journey exemplifies, a successful career in IT leadership hinges on passion, planning, and continuous learning. “If you have a passion for technology, work won’t be a chore but something you enjoy doing.”
Building a career plan is the next critical step, one that combines technical, soft, and leadership skills. For those looking to expand their knowledge, Mathew urges aspiring IT leaders to tap into free resources like Gartner seminars and podcasts from reputable sources like Harvard Business Review, Franklin Covey, Microsoft, Metis Strategy, and major consulting firms.
Finally, his advice extends to fostering relationships with other CIOs and IT leaders, seeking feedback from them and recognising their immense value of practical, real-world insights. “Embrace the opportunity to spend time with other CIOs and IT leaders and don’t be afraid to ask and learn from their experiences,” he says.
