The relationship matters equally. Real partners must understand how the organisation works, what it is trying to achieve and the direction of travel at an enterprise level. This level of connection, Thai believes, is what fundamentally separates partners from vendors.
“ The strongest partners help you anticipate what’ s coming, bring forward options you may not have considered and then lean in before you need to ask,” he continues.
“ They understand the pace of the business and help you sustain momentum instead of slowing it down with unnecessary processes.
“ For me, the real test of strategic partnership is whether they care about the outcome as much as you do – and act accordingly.”
The evolving CIO role Looking ahead, Thai expects the CIO role to continue expanding as technology evolves with AI, automation and new digital capabilities.
CIOs will be expected to lead and govern those efforts, not just implement them, becoming even more connected to how businesses operate, manage risk and prepare for what is next.
“ But what makes a CIO effective isn’ t really changing,” Thai admits.“ It’ s about understanding the business, focusing on what really matters and ensuring technology supports that direction with discipline and intent.
“ At the end of the day, the role is about judgment – making the right decisions at the moments that matter, bringing clarity and helping organisations move forward with confidence.”