Author: CIO Times

“True innovation is born not from comfort, but from the audacity to venture beyond it.”

In the ever-volatile world of entrepreneurship, some simply follow a rhythm, while others compose entirely new symphonies. Through this musical analogy we intend to establish that it’s not enough to merely understand the landscape; true leaders reimagine it, crafting pathways where none existed before.

These leaders are the architects of progress, driven by an insatiable curiosity and the courage to challenge the ordinary. Leadership, in its purest form, is about igniting change and inspiring others to see the world not as it is, but as it could be.

Juan Felipe Santos, the Vice President of Strategic Partnerships – Americas at VOX SOLUTIONS exemplifies such leadership with his unique vision and relentless drive. Juan’s story is one of turning challenges into steppingstones, continually pushing the boundaries of what’s possible in the telecommunications industry.

A Gamut of Experience

Juan’s professional odyssey spans over a decade, marked by diverse roles across the telecommunications and technology landscape. His career has been anything but linear, with experiences ranging from mobile operators to aggregators, cloud SaaS, and technology companies. This eclectic background has equipped him with a holistic understanding of the industry’s multifaceted nature, enabling him to craft strategies that are both innovative and pragmatic.

Currently, Juan holds the esteemed position of VP of Strategic Alliances at Vox Solutions, a role that places him at the intersection of business development and technological innovation. His contributions to the industry have not gone unnoticed, earning him a spot among the top 25 most influential people in the roaming, messaging, and interconnection industry, as recognized by ROCCO Genesis in 2022 and 2024. This recognition is a testament to Juan’s ability to navigate the complexities of the industry and deliver results that resonate on a global scale.

Innovation at the Heart of Telecommunications

Under Juan’s leadership, Vox Solutions has carved out a niche in the competitive telecommunications market. The company operates with a singular focus: to enhance, simplify, and optimize international voice and messaging services. In an era defined by rapid technological advancement, Vox Solutions has consistently stayed ahead of the curve, leveraging innovation to remain a key player in the global telecommunications arena.

Innovation at Vox Solutions is not just a buzzword; it is a guiding principle that informs every aspect of the company’s operations. Juan emphasizes that in a dynamic market, the ability to move as fast as, or even faster than, the market itself is crucial. This philosophy has driven Vox Solutions to develop cutting-edge anti-fraud solutions that not only maximize value but also mitigate risks in an increasingly complex digital landscape.

The company’s commitment to innovation has been recognized by industry platforms such as ROCCO, Capacity, and Juniper, which have bestowed multiple awards on Vox Solutions in recent years. These accolades underscore the company’s role as a leader in the telecommunications space, continually setting new standards for excellence.

A Leadership Perspective

Juan’s tenure at Vox Solutions has been characterized by both challenges and opportunities, each presenting unique tests of his leadership and strategic acumen. When he joined the company three years ago, he was tasked with developing a new region from scratch—a daunting challenge that required building a brand and establishing partnerships in a market dominated by well-established players.

Reflecting on this period, Juan acknowledges that the journey was anything but easy. The first year was particularly challenging, as he worked tirelessly to position Vox Solutions as a credible and competitive player in the region. Convincing Mobile Network Operators (MNOs) to consider a new entrant in a saturated market demanded not just persistence but a deep understanding of the industry’s nuances.

In recent times, the telecommunications industry has faced significant shifts, with increasing fraud, channel substitution, and commercial pressures reshaping the landscape. These challenges have required Juan and his team to adapt quickly, collaborating closely with partners to navigate the uncertainties and ensure that Vox Solutions remains at the forefront of the industry.

Scalability in a Dynamic Market

The telecommunications industry is notoriously fast paced, with technological advancements driving constant change. For Juan, the key to staying relevant lies in scalability—ensuring that the solutions offered by Vox Solutions can grow and adapt alongside the market’s evolving demands.

In 2024, the industry underwent an intense period of evaluation, with new threats and opportunities emerging at a rapid pace. Juan likens this year to a period of three to five years of change condensed into a single year. To thrive in such an environment, Vox Solutions has had to continuously refine its processes, develop new solutions, and stay agile in the face of uncertainty.

Juan takes pride in the company’s recognition by research and market intelligence entities like Juniper and MEF, which have praised Vox Solutions for being the fastest in developing solutions that address emerging market demands. However, he is acutely aware that there is no room for complacency. The company’s success hinges on its ability to anticipate challenges and seize opportunities before they fully materialize.

Navigating a Complex Landscape

The telecommunications industry is fraught with challenges, many of which threaten to disrupt the traditional ways of doing business. Juan identifies two primary challenges that are currently impacting the industry: the rise in fraudulent practices and the intense commercial pressure exerted by high rates and operational costs.

Fraudulent activities like AIT (Artificial Inflation of Traffic) and SMS Trashing are eroding trust in SMS as the conventional and most reliable global authentication channel. As a result, brands are increasingly exploring alternative solutions that often exclude MNOs, leading to significant shifts in traffic patterns.

The second challenge is the commercial pressure that has become a global phenomenon. Aggressive commercial conditions are driving up costs for traffic originators and transporters, forcing the market to seek out different solutions and alternative mechanisms. These pressures are reshaping the industry, and Vox Solutions is at the forefront of developing strategies to address these challenges.

Preparing for Future Trends

Looking ahead, Juan is keenly aware of the trends that will shape the telecommunications industry over the next five years. The advent of 5G, ongoing research into 6G, and the rise of edge computing, AI, IoT, network slicing, and cybersecurity are all poised to redefine the industry’s landscape.

Among these trends, AI and cybersecurity stand out as particularly relevant to the solutions offered by Vox Solutions. The company’s AI-based solution leverages machine learning to monitor and detect various types of fraud or bypass attempts in real-time. This proactive approach not only protects users but also ensures correct traffic termination, thereby boosting MNO revenues.

Juan is committed to continuous innovation, recognizing that the company’s ability to anticipate and address new challenges is crucial to its long-term success. By staying closely connected with customers and monitoring market trends, Vox Solutions aims to remain a leader in the telecommunications space, ready to tackle whatever challenges the future may bring.

Building a Strong Team

In addition to his strategic responsibilities, Juan is deeply invested in the well-being and growth of the Vox Solutions team. Over the past three years, the company has made significant strides in enhancing processes, adopting new tools, and creating clear career development paths for its employees.

When Juan first joined VOX Solutions, the company started a phase of hyper-growth, with many processes and job boundaries still undefined. Today, the company boasts a more established structure, with numerous internal and external training sessions, workshops, and recognition programs designed to empower employees and enhance their performance..

Despite these advancements, Juan recognizes that there is still work to be done to further refine the company’s culture and ensure that every team member feels valued and supported. He is particularly proud of the dedication and commitment that Voxers bring to every task, which he sees as the driving force behind the company’s success.

The Pillars of Vox Solutions

At Vox Solutions, diversity and inclusion are not just corporate buzzwords; they are integral to the company’s success. Juan believes that diverse perspectives fuel innovation and drive the company forward. As a multicultural organization with team members from around the globe, Vox Solutions benefits from a wide range of preferences, personalities, cultures, and beliefs.

Juan emphasizes that the company’s greatest asset is its diverse team, where everyone contributes their unique strengths to achieve the best possible outcomes. By fostering an environment where employees feel comfortable being themselves, Vox Solutions creates a culture of genuine passion and collaboration.

Innovation is another cornerstone of the company’s culture. Juan is committed to ensuring that Vox Solutions remains at the forefront of the industry by continuously refining its processes and developing new solutions that address emerging challenges. This commitment to innovation, coupled with the company’s focus on diversity and inclusion, positions Vox Solutions as a leader in the telecommunications space.

Ambition and Strategy in Action

As Vox Solutions continues to grow, Juan remains focused on ambitious goals that push the company to new heights. The company has set an aggressive target of doubling its revenue, even in the face of a dynamic and competitive market. In Latin America, where Juan plays a crucial role, the company aims to expand its presence by establishing more alliances with MNOs.

When Juan first joined Vox Solutions, Latin America was an unexplored region with no established partnerships. Despite the complexity of these types of alliances and the long sales cycles involved, the company has already established more than 10 alliances in seven countries. Looking ahead, the goal for 2025 is to double these numbers and significantly contribute to the company’s overall target.

Juan understands that achieving these goals will require more than just strategic planning; it will also demand a strong and dedicated team. He is committed to building a team that not only helps Vox Solutions achieve its objectives but also maintains the highest standards of service, professionalism, and continuous improvement.

The Power of Preparation and Hard Work

Throughout his career, Juan has drawn inspiration from many sources, but one particular quote resonates with him strongly: “There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” – Colin Powell.

For Juan, this quote encapsulates the essence of leadership in the telecommunications industry. He staunchly believes success is not about luck or shortcuts; it is about the relentless pursuit of excellence, guided by a commitment to preparation, hard work, and the ability to learn from every experience.

Personifying Vision and Integrity

Juan’s journey in the telecommunications industry is a powerful reminder that true leadership is not just about achieving success; it is about having the vision, resilience, and integrity to turn challenges into opportunities. Through his leadership at Vox Solutions, Juan has not only built a successful career but has also set a new standard for innovation and excellence in the industry.

As he looks to the future, Juan remains committed to the principles that have guided him thus far. He is dedicated to continuous innovation, the well-being of his team, and the pursuit of ambitious goals.

In an industry defined by rapid change, Juan stands as a beacon of stability, guiding Vox Solutions with a steady hand and a clear vision for the future. In the years to come, there is little doubt that Juan will continue to be a driving force in the telecommunications and technology sectors, leading Vox Solutions to new achievements and setting the stage for the next era of innovation.

In 2019, Fast Company named Rockwell Automation among “The 50 Best Workplaces for Innovators”. The company’s workplace culture helped rank it among the best on this inaugural list. Fast Company recognized their way of working, with the resources, technologies, industry expertise, and market presence to drive technology collaboration across the organization, align smart factory technologies and best-in-class platforms, and create unmatched integrated information solutions – the most comprehensive and flexible Industrial Internet of Things (IIoT) offering in the industrial space.

In March 2023, Foundry’s CIO named Chris Nardecchia, senior vice president and Chief Digital & Information Officer, Rockwell Automation, as a 2023 CIO 100 award winner. For more than 30 years, the CIO 100 awards have recognized innovative organizations around the world that exemplify the highest level of strategic and operational excellence in information technology (IT).

Also, in March of this year, the Best in Biz Awards named Rockwell Automation a silver winner in three categories: Most Innovative Company of the Year – Large, Technology Executive of the Year and Innovator of the Year, and Chris was recognized for his leadership in both the Technology Executive of the Year and Innovator of the Year categories.

Led by Chris, Rockwell Automation has sponsored hack-a-thons, called 24toCode, to embrace a fast forward mindset. As a leader, Chris wants to encourage employees to experiment, continuous learning and course-correct quickly, and adopt an agile growth mindset. Rockwell hackathons provide a virtual forum for technology, software coding, and programming teams globally to apply their problem-solving skills to real-world challenges that affect the industrial software and automation industry. This is part of Rockwell’s learn-by-doing culture. “We know that innovation results from the collaboration of different voices exchanging and cultivating new ideas. We want to see a group of people from diverse backgrounds and geographies come together to solve real-world business problems, by combining human ingenuity with machine and operations data,” says Chris.

Journey to the CIO Level

Chris began his career at Rockwell Automation in 2017. Before joining the company, he was vice president and CIO, of Global Operations and Supply Chain, at Amgen. He also held leadership roles at Pfizer and Warner-Lambert, which was acquired by Pfizer. At these companies Chris led IT-enabled business and digital strategy and accelerated growth through technology and data analytics, driving business innovations that improved profitability, globalization, restructuring, and mergers. He has an extensive background in portfolio management, engineering, operations, mergers and acquisitions, IT risk management, analytics, and using technology to drive business insights. 

Earlier in his career, Chris held process and production engineering roles in the pharmaceutical, chemical, and nuclear industries. One milestone for CIOs in general and personally for Chris is the change in reporting relationships. This is the first time in the history of Rockwell that the CIO has reported directly to the CEO. In previous times the CIO reported to the CFO – as was the case at many companies. As the influence of information and technology grows within and throughout an organization, and with partners and customers, the role of the CIO also grows in prominence. In short, the role of the CIO is evolving from being a technology manager to being a data steward, innovation driver, and strategic advisor. Reporting to the CEO ensures that IT is integral to the company strategy and a voice in decision-making. IT is now viewed as a partner rather than back-office support.

Their vision is helping to transform the enterprise, elevating IT from a fulfillment role to an integral part of accomplishing the company’s mission to make customers more resilient, agile, and sustainable by delivering industrial automation and digital transformation solutions that simplify complex challenges. The convergence of IT with operational technology (OT) is a critical component of digital transformation for industrial operations. “For Rockwell, we are uncovering new opportunities to capitalize on our data, and we’re helping our customers to do the same. As IT and OT converge, only leading-edge ideas and software will survive and thrive, and those are delivered by leveraging IT,” share Chris. He wrote more about this in his Fast Company contributed article: IT/OT convergence starts with the CIO.

The Evolving Role of a CIO

As CIO at a Fortune 500 company, Chris often feels like a captain of a ship piloting through sometimes unpredictable and always changing currents. In the past, his job was to ensure that the ship’s technology infrastructure and transactional systems were running smoothly and that the company was on course to navigate to a destination safely and efficiently. Today, Chris sees himself more as a lighthouse keeper or an admiral of a fleet of ships, responsible not just for guiding the ship safely, but also for anticipating potential hazards and helping the crews of a flotilla of ships steer clear of those hazards. The seascape has changed, and there are new challenges on the horizon that require a different approach. One of the biggest changes is the growing importance of data and the shift to every company being driven by software. 

As companies collect more and more data, Chris explains that the role of the CIO has shifted from simply managing technology to becoming a data steward. It is his responsibility to ensure that the data is accurate, secure, and accessible to those who need it and leverage that data to create insights and new opportunities. He’s responsible for creating a unified customer experience and a data factory, that continuously adapts and improves, fuels a company’s economic engine and future opportunities. 

Another opportunity is the need to constantly innovate and reinvent. The pace of technological change is rapid, and companies that fail to keep up risk falling behind. As a result, CIOs need to be proactive in identifying new technologies and business models that can give their companies a competitive edge. 

Finally, CIOs must also play a strategic role in the overall direction of the company. Technology is now a fundamental driver of business strategy and business success, and CIOs must work closely with other members of the executive team, and the other ships in the flotilla, to ensure that technology initiatives align with the company’s overall goals and strategy. 

“It is a challenging and exciting time to be a CIO – a role that encompasses all the traditional CIO accountabilities but is increasingly adding the responsibilities of chief digital, data, transformation, and innovation officers and quickly evolving to include revenue generation and business transformation,” explains Chris.

Aligning IT Initiatives with Company Goals 

From a seat at the leadership table, Chris can socialize ideas, innovations, and solutions with his peers and align the company’s actions. Citing an example of a challenge that existed before he became Rockwell’s CIO, Chris explains that over time, packets of shadow IT popped up to solve problems locally. One of his first goals as CIO was to build trust and credibility. He spoke with every employee of IT, more than 300 people, about their ideas of how they can change that situation and transform how IT operates so people could rely on the organization and not just ‘someone they knew who could help.’ They started to fold shadow IT into the larger organization and integrate Rockwell’s objectives and strategy. This was the first step towards creating a culture and shifting the mindset that IT is a business partner. Now, five years later, Rockwell no longer has a separate IT technology roadmap; they are integrated into the business roadmap as the key enabler of success. 

CIOs, Chris feels, must be ready to constantly innovate and reinvent so their companies stay competitive and don’t fall behind. And most importantly, modern CIOs must play a strategic role in the overall direction of the company. Technology is a fundamental driver of business strategy and success, and technology initiatives must align with the company’s overall goals and strategy. Modern CIOs are in the best position to be chief organizational change leaders. They are already driving business transformations at scale and need to have strong change leadership skills that align their peers and board members toward the unified end goal. The CIO is no longer just a support function or an enabler of the business, it is the strategic driver of business growth and transformation.

Challenges at Hand 

CIOs face many unique challenges and one of the best ways to explore solutions for those challenges is tapping the skills and expertise of industry peers and IT colleagues. That was the approach Chris utilized too with other CIOs at the Transformation Expanded event. Together over two days, these CIOs agreed on themes that apply across industry, including:

1) Leadership and culture matter, 

2) Each customer is at a different place in their digital journey – there is no longer a question of why we need to transform, rather it is a strategic imperative and how fast can we transform, 

3) Technology is not a limitation however simplification of deployment models helps with scaling fast, 

4) There are synergies between digital transformation and ESG goals and more work is to be done and 

5) Talent always is top of mind issue. 

Regarding talent Chris wrote two more contributed article for Fast Company: 

• The CIO’s greatest recruitment challenge: Diversity in tech: The viability of remote work means your company’s location is no longer a potential detriment to recruiting. Since we’re leveling the playing field, companies must rely more heavily on their differentiators, like technology and work culture, to attract and retain talent. This is especially true in the tech space, where an emphasis on a company’s equity and inclusion practices might be the key to attracting diverse talent. 

• CIOs need curious technologists: While it’s crucial that people in IT organizations constantly evolve their practical understanding and application of the newest technology, it’s even more important to focus on learning and development for personal and professional growth. 

Measuring the Success of IT initiatives 

Per Chris, while traditional CIOs were measured on IT outcomes such as cost and efficiency, modern CIOs are evaluated on business outcomes. IT is aligned with integrated business objectives (annual recurring revenue growth, improving customer experience, successful new digital product launches, etc.). They have the traditional KPIs and OKRs for IT but also have business metrics. These metrics help CIOs determine how much time and money they spend on operations (performing – such as MTTR, uptime, say/do ratio and measuring spend on run, grow transform activities) versus investment planning to prioritize what will help them transform the organization and build the future. Alignment of enterprise priorities is managed through a cross-functional investment council that ensures investments are producing the intended results and helps manage change and communication across the enterprise. 

Chris cites the Rockwell Enterprise Transformation Office (ExO) as a great example of technology being integrated into all aspects of the business and the cross-functional approach. “Through the ExO we have visibility with the entire executive team and a standing agenda item monthly to look at major strategic technology innovations and how they link to our strategy. That is how we determine our investment planning and prioritization, so we’re focusing our IT spending on what’s most important to the company’s strategy. IT is an enabler of the strategy; the business is IT and IT is the business,” he explains. And this maps closely to what we see in our customers where IT and OT are converging to create a connected enterprise, a digital thread through design, operate and maintain of their products.

Trends to Look For

Chris sees big trends on the horizon in the next five years and will help his organization prepare for them.

Adaptive artificial intelligence (AI) will be key to navigating data challenges in both the cloud and at the edge (closer to the source producing the data) and reaping the greatest rewards from industrial data, expects Chris. We will continue to hear a lot about AI, natural language processing (NLP), and chatbots, as well as augmented reality (AR) and machine learning (ML). There’s a fear of the unknown around emerging technology and Chris advises that CIOs should lead the organization in understanding not only the technology but how the technology can and should be applied to benefit the enterprise, employees, customers, and partners. Among these technologies, he considers the biggest breakthrough is augmented intelligence. “We are not trying to replace humans with this technology; we are trying to bring advanced technology and human creativity together,” he says. Chris wrote about this in How adaptive AI is changing the cloud vs. edge debate for manufacturers.

Advice for Aspiring CIOs

There’s an evolving CIO checklist because changing responsibilities require a broader set of skills and expertise than traditional CIO roles: 

• Cross-industry familiarity: Digital innovation requires connecting disparate insights for organizational and customer gain. 

• Business & strategy acumen: Emphasize business and technology goals equally, and make decisions through a strategic lens. 

• Partnering with business stakeholders: Collaborating with businesses to explore new opportunities and create new business value. 

• Customer focus: Engaging in more revenue-generating activities requires a deeper understanding of customer needs. 

• Communication & storytelling: Engaging a broader audience through common vocabulary and compelling messaging. 

• People management & emotional intelligence: Interactions with internal and external stakeholders require a non-technical empathy for trust-based relationships with a broad stakeholder group.

• Diversity, equity, and inclusion: Strengthen resiliency, decision-making, and team performance by supporting all manner of stakeholders. 

• Agile & design thinking practices: Maximize value creation through rapid iterations of customer-centric product delivery. 

“You no longer can think of yourself as traditional CIO because we no longer are expected to perform but to TRANSFORM. I sat down with Forbes‘ Diane Brady to discuss my journey in transforming the Rockwell business model and my emphasis on sustainable IT. According to Chris, you can watch it here: Bracing For The Autonomy Revolution, And Why This CIO Wants To “Go Slow To Go Fast”.

Known for its commitment to providing guests with enriching experiences, JW Marriott hotels are designed to let guests focus on feeling whole – a respite from the outside world where they can rejuvenate in comfort and luxury. Part of the Marriott International portfolio, JW Marriott is a renowned luxury hotel brand established in 1984, and named in honor of J.W. Marriott, the founder of Marriott Corporation.

Following its first hotel in Washington, D.C., the brand quickly expanded its reach globally, with its first international hotel launching in Hong Kong in 1989. Today, JW Marriott boasts over 100 properties around the world, each offering a blend of modern luxury and refined sophistication with each resort telling a story of its own.

At JW Marriott Phu Quoc Emerald Bay Resort & Spa, the unique selling proposition revolves around its captivating narrative and concept. Inspired by the transformation of a colonial 19th-century university, Lamarck University, envisioned by Bill Bensley, the resort offers an immersive and distinctive stay. From guestrooms converted from classrooms to buildings named after school faculty, and a bar reimagined from the Department of Chemistry, every aspect of the property tells a story.

“I’m confident that this innovative approach not only sets us apart from competitors but also creates lasting memories for our guests, establishing us as a standout destination in the competitive market,” says John Woolley, as both the General Manager and Dean of this remarkable university.

Delivering a Wholesome Experience

JW Marriott Phu Quoc Emerald Bay Resort & Spa’s approach begins with thoughtful design and storytelling. Every aspect of the resort transports guests to the enchanting world of Lamarck University. They complement this with a diverse range of activities and offerings that cater to different interests and preferences.

For its younger guests, the resort offers educational and interactive activities such as learning to grow plants at the JW Garden, or Treasure Hunt at Khem Beach. These experiences not only engage children but also foster an appreciation for the surrounding nature.

Adults seeking relaxation and personal enrichment can enjoy tranquil morning yoga sessions or unleash their creativity in workshops like scented candle-making. They also occasionally have “Yoga with the Dean” classes, where John – the Dean, also participates as a facilitator. Interacting with guests during these sessions has highlighted the significance of “fostering meaningful connections”. The Chanterelle Spa by JW provides a sanctuary for rejuvenation and renewal, offering a variety of treatments to uplift the guests’ spirits.

In addition, with shuttle service, the guests can enjoy vibrant entertainment and natural beauty that Phu Quoc island has to offer, boasting several renowned attractions. Sun World Hon Thom offers breathtaking views from its cable car ride and pristine beaches, while the iconic Kiss Bridge provides a romantic setting for visitors to capture unforgettable moments. The mesmerizing Kiss of the Sea Show showcases the beauty of marine life through captivating performances. Vuifest, a colorful festival celebrates culture, music, and art, creating a truly immersive experience for all who visit. Together, these attractions form a harmonious blend of entertainment and environmental preservation in the stunning backdrop of Phu Quoc island.

The Dean: The Leader

Hailing from the US and spending his childhood on the Island of Jersey in the UK, John’s professional journey began in the late 1980s, working in the breath-taking world of adventure tourism in the Himalayas.  During his time in Nepal, John came across a quote that resonates with him to this day: “Life is like a book, if you stay at home, you only get to read one page.” This mantra has inspired him to embrace new opportunities, take a risk or two, and continuously expand his horizons in both his personal and professional life.

For the past 24 years, John has had the privilege to work for the world’s largest hotel chain Marriott International, holding various assignments spanning the Americas, Europe and Asia Pacific. His Marriott career started in “The Big Apple” at the iconic New York Marriott Marquis in the sales discipline.  His first international assignment was on the “One Happy Island” of Aruba which then led him to area sales and marketing roles in India, Australia and back to the Caribbean. After launching the European Convention Sales Network, for large MICE focused properties John took on his first General Manager role on “The Island of the Gods” at a magical hotel Courtyard by Marriott Seminyak Resort in Bali.

Then he moved a few kilometres east to the world of luxury hospitality and leading The Ladies & Gentlemen at The Ritz-Carlton, Bali through the pandemic.  Currently, John has the honor of being General Manager at JW Marriott Phu Quoc Emerald Bay Resort and Spa a role that comes with the coveted title of Dean of Lamarck University (finally he gets to use his BA in Modern History!).

Making Work Fun

There’s a profound quote from JW Marriott, founder of Marriott International, that has been John’s guiding principle: “If you take care of your associates, your associates will take care of your guests, and the guests will come back.” It’s a simple yet powerful concept that encapsulates the heart of what the employees do at Marriott. “If you will it’s a Hotelier’s Hypocratic Oath,” quips John.

“We spend so much time at work we must have fun at work and not take ourselves too seriously,” he adds. As GM John introduced called the “OOPS Award”. This tongue and cheek program celebrates managers whose initiative that failed the most spectacularly. Rather than seeing mistakes as failures, they view them as opportunities for empowerment and growth. By recognizing and rewarding these ambitious endeavors, they not only encourage creativity and risk-taking but also cultivate a supportive environment where everyone feels empowered to learn and experiment.

The main challenge for them in Phu Quoc is the lack of international direct flights. To tackle this, they need support from airlines and tourism authorities to establish direct routes from key international hubs. Additionally, investing in marketing efforts to promote Phu Quoc as a destination can help generate demand for these flights.

Balancing Innovation and Tradition

Balancing innovation and tradition in their cuisine and service at JW Marriott Phu Quoc involves harmonizing the concept of Lamarck University, a 19th-century colonial French university, with the JW Marriott brand playbook.

John and his team infuse tradition into their offerings through elements like the JW Garden, where guests can engage with nature and experience the essence of farm-to-table dining, reflecting the university’s focus on sustainability and natural living.

Simultaneously, they embrace innovation by introducing unique creations like the Pho Cocktail, which blends traditional Vietnamese flavors with a modern twist, providing guests with an unexpected and memorable experience.

“In our service approach, we prioritize delivering luxury while ensuring guests feel comfortable and at home. This balance is achieved by combining the sophistication and high standards of the JW Marriott brand with the warm, welcoming atmosphere inspired by the concept of Lamarck University,” says John.

A Motivated Staff

John keeps the staff motivated to deliver high-quality hospitality experiences through personal engagement and leading by example. He’s regularly on the floor, meeting both guests and associates, to provide immediate feedback and address concerns. JW Marriott’s comprehensive training programs, ongoing coaching, and positive work environment further empower the team to excel in their roles and consistently deliver exceptional service.

To foster a positive work environment, the management has instituted recognition programs like ‘High Note’ and the ‘JW Treatment Card’ for individual acknowledgment, as well as ‘Standing Ovation’ to celebrate associates who consistently go above and beyond, sharing their exceptional contributions across all JW properties globally. “This comprehensive approach not only tackles industry challenges but also ensures our associates feel valued, motivated, and fully aligned with our unwavering commitment to exceptional service and hospitality,” explains John.

Handling Customer Expectation

When it comes to handling customer feedback and complaints, John believes in a personal approach. He ensures to talk to customers directly, actively listening to their concerns. He values every piece of feedback and addresses issues promptly, prioritizing them based on urgency and impact. As most guests enjoy the fabulous breakfast, he uses the Tempus Fugit Restaurant as a forum to touch base with guests.

Marriott also provides the staff with an array of tools and metrics to measure guest satisfaction. They use these tools to gain insights into what the customers are telling them, allowing them to identify trends and areas for improvement. “By understanding the majority of our customers’ feedback, we can focus on addressing common pain points and enhancing the overall guest experience,” says John.

Going With the Trends
One trend that John and his team at JW Marriott Phu Quoc Emerald Bay Resort & Spa are particularly focused on is sustainability, which aligns perfectly with their commitment to responsible tourism. They’re continuously exploring ways to integrate sustainability into all aspects of their operations, from reducing single-use plastics to implementing energy-saving measures throughout the resort.

The resort adheres to Marriott International’s Serve360 initiative, which provides guidance for its sustainable operations, ensuring it makes positive impacts on both guests and the planet. At JW Marriott Phu Quoc Emerald Bay, the team is dedicated to sustainable practices that protect the environment and support local communities. Here are some initiatives they’ve implemented:

Reusable Glass Water Bottles: They used an in-house water system, offering filtered water in reusable glass bottles, reducing single-use plastic waste by over 120,000 bottles annually.

Locally Sourced Food: Their commitment to sustainability extends to their food sourcing practices. For example, the breakfast honey is sourced from Phu Quoc bee farms, promoting local economic growth and biodiversity conservation. They prioritize sourcing other food items locally, supporting nearby farmers, and reducing their carbon footprint.

Good Travel Program: As part of Marriott Bonvoy’s Good Travel program, guests can engage in meaningful travel experiences, such as participating in the coral reef farm. This initiative allows guests to contribute to coral care and restoration efforts, supporting marine conservation while enjoying their stay.

“As part of its sustainability initiatives, we’re excited to announce the upcoming Sustainability Culinary Week, branded as SEAGAN, taking place from June 5 to 10. During this event, we’ll be hosting chefs from our sister properties in the region, including JW Marriott Hanoi, JW Marriott Khao Lak, and JW Marriott Bangkok. This collaboration will showcase the best of sea- and farm-to-table delicacies, as well as innovative plant-based creations,” concludes John.

Quote: “Your smile is your logo, your personality is your business card, how you leave others feeling after having an experience with you becomes your trademark.”

Quote: “Our commitment to excellence is recognized through awards like the Best JW Marriott Hotel Award in 2022 from Marriott International, showcasing our dedication to exceptional service and making us a top choice in the market.”

“The pain and suffering that come to us have a purpose in our lives – it is trying to teach us something.” – Peace Pilgrim, American Spiritual Leader.

Kevin Miller, an Award-winning, published global communications and healthcare executive with 25 years of business and market development experience always wanted to use his creativity and experience leading large complex global transactions and global teams to eventually create a profound impact on the way behavioural health is addressed in the U.S and abroad. His desire comes from a very personal and tragic experience when he witnessed his Best Friend lose her life at the hands of someone suffering from a Co-occurring disorder (Schizophrenia mixed with a cocaine addiction). Kevin stood helpless over the phone listening to her life aimlessly taken away, stabbed by someone who wouldn’t have done so if he had the proper access to treatment. 

“Truth be told, I never really recovered from that, nor did I want to, because in pain you find purpose. I committed that day to never let her death be in vain. I could not save my friend but many lives could be saved by making sure people have the proper access to behavioral healthcare. She continues to inspire me in my audacious aspiration to prevent needless loss of life, by ensuring the best engagement and treatment models across the behavioral health community,” recalls a resolute Kevin.

And so here he is, as the current CEO of Revive BHM (Behavioural Health Management) owns and manages several behavioral health centers providing Mental Health Outpatient and Addiction Recovery services. Their MAT-based programs, coupled with innovative analytics to maximize community engagement have helped them save thousands of lives and help many others find hope and a second chance at life.  

This has been the key for Kevin because after all of the large technology deals and innovative pursuits he has led, creating a total of over $1bn in new revenue from servicing brands such as NY Times, WPP, NY Daily News, The Associated Press, ABN Ambro, Christian Louboutin, NY Dept of Economics and Finance, Johnson & Johnson, Merck, Eli Lilly, Boston Scientific and many more. 20-Awards later and thousands of lives saved, Kevin is still motivated more than ever to impact the global behavioral health system in a way that has not been seen.    

Creating a Legacy

Kevin is passionate about leaving the world a better place than he found it. He wants to create a legacy that out-lives him and inspires others to be great and to be the best version of themselves. “I am where I am today because I was encouraged along the way by my family and friends. 

Consequently, this has led me to owning Behavioral Health Centers designed to help people unlock their full potential,” he says.

Kevin’s tryst with the business world started early in the college dorm ways of Stony Brook University, where he started his very first business selling Ginseng energy supplements to fellow college students on campus. His business was wildly successful and eventually helped him pay his way through college and made him realize that he could think of an idea, actually write a business plan, without any training or experience, and execute it with great success. At 17, he knew that with a campus of 10,000 students there had to be some unmet need that he could help solve. The success of this business inspired him to create another business while attending school at North Carolina A&T selling Mix Tapes and DVDs which also was the top-performing student-owned business on campus. Shortly thereafter, Kevin came back to NY and started his career in Technology, while starting a business with a good friend providing wireless, voice, and data products and services.  

Kevin soon became a Global Technology Executive, leading complex global IT and Telecommunication deals with the likes of some of the largest and most well-known brands in the world. With each win, he continued to thrive for more, to have an even bigger impact. Shortly thereafter, he became a global innovator of sorts, winning The Innovation of the Year award from Johnson & Johnson for creating several joint innovations leveraging mobile technology that would eventually help the company save many lives around the world.

Currently, Kevin owns several behavioral health companies in the U.S. focused on Mental Health Wellness and addiction recovery. The opioid epidemic remains the worst drug-related epidemic in recent history and is the leading cause of death for individuals under the age of 50. His Behavioral Health practice has helped save hundreds of lives through Medicated Assisted Treatment and innovative technology to maximize community impact. 

Overall, Kevin has graciously received over 20+ awards for innovation, leadership, character, and business results. This includes The Outstanding Leadership Award from Health 2.0 received last year, the Global Visionaries Award from Heath 2.0 in Dubai for all his innovative work across the globe, and most recently The Hall of Fame award from Passion Vista Magazine for his collective business results and achievements, followed by one of the most prestigious global awards available; The World Leaders Summit Award to be hosted at The House of Lords in London UK by The UK Parliament with members of The Royal Family expected to be in attendance. This Ceremony will feature the top 8-10 World Leaders in their respective fields to receive this honorable global recognition.

Facing the COVID Challenge

Covid was particularly tough on Kevin’s business like most companies, but his team took the opportunity to hit the reset button and restructure while creating new back-end management systems and greatly reduced costs by moving the business toward behavioral health license ownership versus joint venture partnerships in its previous form. The move will help the company maintain creative control, improve operating efficiencies, and accelerate revenue growth by leveraging reduced costs. They also added Telehealth to their portfolio of services allowing them to increase access to their behaviour health support specialists. “The key to success in any business is about maintaining your ability to adapt as the seasons change; after all this has been the story of our evolution,” says Kevin.

Facing Challenges with a Positive Mindset

Kevin’s life experience has taught him that life is what you make it and it starts with your worldview, your paradigm. He has learned that one can’t make the shot that they don’t take and that one cannot hit a target that they cannot see. It’s all about goal planning and follow-through fuelled by the ultimate passion. Therefore, Kevin feels it is essential that people follow their passion, and focus on what other people tell they are good at and what they love to do.         

“I’ve had to fight really hard to achieve everything that I have and that fight begins with Faith. If you have no faith, you have no fuel. The greater the vision the greater your Faith must be to achieve your vision,” he says. 

Kevin is inspired by several people, but at the very top of that list is his Parents. His parents moved to the United States from Jamaica with nothing in hand and worked hard to create a career. Kevin’s mother worked in Hospital Administration and became a top employee in her department while raising 3 kids. His father started as a maintenance worker quickly rising through the ranks and becoming The Manager of Buildings and Maintenance for his company. 

Together it allowed the family to move from the Bronx, following the tragic loss of two uncles to gun violence, and into a safer environment in upstate NY. A move that became a pivotal moment in Kevin’s life because the environment is key.  

Being an Inspirational Leader

To the aspiring and budding business people, Kevin’s 3-point advice is: 

• Follow your Passion! Be authentic, don’t worry about how different you may be from your friends or others. Everyone must follow their own path based on what you love to do and what you are good at. The two must meet in order to achieve the greatness you seek. It isn’t enough to do something you love, but aren’t good at. You can love to sing, but you may be missing the voice needed to be successful. You must love to sing and be good at it for your career to go anywhere. This is the truth in all career paths.  
• Change your paradigm, change your reality! How you see the world is everything. Do you see the glass half full or half empty? Your worldview will determine your attitude; therefore, it is always best to think positively. I have learned that no matter what happens, it is better to find the positive in all things. This is key because you cannot be the best version of yourself in a state of depression or riddled with anxiety. You must keep a clear mind by focusing on what you are grateful for every day.  
• Nothing can happen without self-discipline! You must learn to be disciplined in order to achieve any level of success. The more you can train your mind and body to do the things you may not feel like doing, but do them anyway, the further you will go in life. Set goals, write them down, and focus on doing all that you must to execute these goals. Like a good basketball or football team, it’s all about momentum. The team that wins is the one with the most momentum. The same applies in business and your professional career.

Quote: “Leadership is one’s ability to be the beacon of light to those he or she is leading so they can clearly see the path and by seeing they should be evolving.”     

Quote: “I believe that we all have that duty to ourselves and our community at large. 

As such, this ideal has always been the cornerstone of my audacious pursuits and eventual achievements.”

Quote: “My greatest strength is my ability to communicate clearly and effectively, supported by very strong analytical skills and creativity.”  

The COVID-19 pandemic disrupted the global education system on an unprecedented scale, causing widespread uncertainty and necessitating rapid adaptation to remote learning. However, as challenging as this period has been, it has also catalyzed the overcoming of barriers to technology adoption across different education levels and modalities.

For instance, the necessity of remote learning led to a significant acceleration in the use of educational technology, with everything from virtual classrooms to AI-powered learning platforms seeing widespread adoption. Massive funding also enabled rapid research and development in these areas, leading to swift advancements in emerging technologies. We’ve seen impressive strides in fields such as generative AI and spatial computing, reshaping the landscape of what’s possible in education.

As we consider the path to recovery, it’s crucial to recognize that we can’t simply revert to pre-pandemic norms. The world has changed, and our educational strategies must change with it. We should aim to prepare students for the reality they will face, which may look quite different from what previous generations encountered.

This may involve re-evaluating long-held assumptions about what skills are necessary for students to thrive. For instance, we should question traditional approaches to teaching writing, considering the array of digital communication tools and platforms that now play a significant role in our lives. Similarly, we need to reassess the types of quantitative training students require, given the rise of data-driven decision-making in many sectors.

In his current role as Lead XR Disruptor and Department Head of Art History and Visual Culture for the College of Arts and Humanities, James Hutson has taken up this opportunity to not just recover but to reimagine education. By embracing the lessons and opportunities from the challenging period, he has been diligently working on building a curriculum and educational system that is more resilient, more flexible, and better suited to the evolving needs of students and the realities of the 21^st century. He primarily focuses on the intersection of technology and education. A significant part of his work involves exploring the possibilities of Extended Reality (XR)—encompassing Virtual Reality (VR), Augmented Reality (AR), and Mixed Reality (MR)—in creating immersive and interactive learning environments.

Ideas for the Generations to Come

A significant achievement for James has been the development of a system-wide adoption and integration plan for XR technologies. With the support of VR Champions—individuals committed to advocating and implementing VR in educational settings—he established an XR lab that serves as a space for innovation, exploration, and research. This endeavor enables faculty and students to explore the potential of XR in enhancing learning experiences, from visualizing complex concepts to creating immersive simulations for practical learning.

Additionally, his role involves overseeing pedagogic research aimed at continuous learning improvement. They utilize the insights gained from the XR implementations to refine the teaching strategies and create more effective and engaging learning experiences.

More recently, James has introduced the AI Ambassadors initiative, a program aimed at fostering a culture of AI understanding and adoption within the College of Arts and Humanities. The AI Ambassadors are responsible for promoting AI literacy, exploring potential applications of AI in their respective fields, and facilitating institutional readiness for AI adoption. To assess their progress and ensure that they’re effectively prepared for AI integration, James developed an instrument for institutional readiness. This tool allows them to gauge their current capabilities, identify areas for improvement, and strategize the most effective pathways toward AI adoption.

Furthermore, his ongoing research and work are centred on exploring the pedagogic and applied study of AI across all disciplines. This cross-disciplinary approach aims to promote a comprehensive understanding of AI and its potential applications, fostering innovation and ensuring that all students are equipped with the skills and knowledge necessary to navigate the increasingly AI-driven world.

A Goal-Oriented Leader

James was always fascinated by the profound ways in which art could communicate complex ideas and emotions, inspire creativity, and influence culture. His academic path led him to earn his MA and PhD in Art History and piqued his interest in the deeper meaning and historical significance of artworks solidified during this time.

Despite his strong ties to the world of art, he also found himself increasingly drawn towards the rapidly-evolving field of technology. This fascination was especially poignant about how technology intersects with and influences art and culture, which led him to explore the spheres of artificial intelligence, neuro-humanities, and digital humanities. He also holds an MA in Leadership and an MA in Game Design, which allowed him to delve into the gamification of education—a field that combines pedagogical strategies with the engaging elements of game design to create immersive learning experiences.

His current pursuit of a PhD in Artificial Intelligence at Capitol Technology University stems from his belief that AI has immense potential to revolutionize various sectors, including education. He’s particularly interested in exploring how AI can be leveraged to foster neurodiversity, improve learning outcomes, and create more inclusive educational environments. What drew him was the prospect of continuous learning, the possibility of discovering something new, and the opportunity to shape the future of education. “It’s a constantly evolving field that sits at the crossroads of art, culture, and technology, and it challenges me every day to think creatively and critically. I believe my diverse academic and professional experiences give me a unique perspective on this intersection, and I’m excited about the potential for transformative change in the world of education,” says James.

James’ working style can be encapsulated as collaborative, inquisitive, and goal-oriented. He believes that constant collaboration is key to innovative thinking and problem-solving. By bringing together diverse perspectives and expertise, we can create more holistic and effective solutions. This is particularly pertinent in his field where the interplay between art, culture, and technology requires an interdisciplinary approach. In his day-to-day work, whether it’s administrative tasks or academic research, he strives to foster an environment that values teamwork, open communication, and mutual respect.

Continuous curiosity underpins all his endeavours. He is driven by an insatiable desire to learn, explore the unknown, and question established norms. This intellectual curiosity fuels his daily research goals as he seeks to uncover new insights into the intersection of art and technology, understand how neurodiversity influences learning processes, and investigate the potential of immersive realities in education. “Above all, I am deeply committed to my research. I set clear, achievable daily goals to ensure that I’m always making progress. This goal-oriented approach keeps me focused and motivated, allowing me to navigate the complexities of my work with determination and resilience. Despite the challenges that may arise, my relentless curiosity and collaborative spirit ensure that I am consistently moving forward on the path of discovery and innovation,” shares James.

The Challenge of Transition

The biggest challenge James faced in his career was transitioning from a faculty position to an administrative role. This move required him to take on a host of new responsibilities, including the task of creating 26 new online and graduate programs for the School of Arts, Media, and Communication. The scale of this task was immense, and it demanded not just an understanding of each subject area, but also a deep knowledge of pedagogy, curriculum design, and digital learning platforms.

“This was a significant departure from my comfort zone, and it required me to rapidly acquire new management and leadership skills. Furthermore, I needed to familiarize myself with many new technical skills to effectively navigate the world of online education and design courses that were both engaging and effective for students,” he shares.

The transition was demanding, but it was also an opportunity for growth. During this period, the institution was undergoing internal restructuring, which added another layer of complexity to James’ new role. But he took the lessons learned from this challenge and became even more agile and adaptive. He had to be open to new ideas, collaborative in his approach, and ready to pivot quickly when needed. From this experience, he learned firsthand about the critical importance of adaptability, collaboration, and openness to new ideas in the realm of higher education. It taught him to not fear venturing outside his comfort zone, as it is often where the most significant learning and growth occurs. It has made him a better leader, a more effective educator, and a more resilient individual, able to navigate the complexities of the modern educational landscape.

Getting Students VUCA-ready

James’ current research is entirely dedicated to preparing students to navigate the dynamic and often unpredictable world. In his collaborations with over 65 scholars, both nationally and internationally, James has come to understand that the best way we can prepare our students for a VUCA world is by focusing on the development of metacognitive skills and fostering a mindset of lifelong learning. “Metacognition refers to the ability to think about one’s own thinking, and it’s a critical skill in an ever-changing environment. It empowers students to self-assess, adjust their learning strategies, and understand their own learning processes,” he explains.

James emphasizes the need to design educational experiences and curricula that support active, hands-on learning. This approach allows students to develop and refine durable skills—those that will serve them well regardless of the specific tasks at hand. These include critical thinking, problem-solving, communication, and collaboration skills, which are all transferable across different disciplines and contexts.

He also suggests that the focus of education should shift away from solely discipline-specific knowledge and towards these transferable skills. While subject matter knowledge is undoubtedly important, the ability to think critically, solve problems creatively, and adapt to new situations is invaluable in a VUCA world. These are the skills that will allow our students to navigate the complexities of wicked problems—those that are complex, unpredictable, and ever-changing.

“In essence, preparing students for a VUCA world requires a shift in educational paradigms. It calls for an emphasis on metacognition, lifelong learning, active engagement, and the development of transferable, durable skills. It’s about equipping students not just with knowledge, but with the skills and mindset to adapt, learn, and thrive, no matter what the future holds,” sums up James.

Role of Technology in Educational Institutes

Until 2023, incorporating technology in meaningful ways was often an expensive endeavour, with a degree of uncertainty surrounding the viability and longevity of various platforms, particularly those offered by startups. However, with the recent proliferation of AI-based solutions, the landscape has changed dramatically. There is now a clear path for educational institutions to leverage different APIs (Application Programming Interfaces) to significantly improve the delivery of educational services.

AI technologies offer a myriad of possibilities. One area where they can be particularly impactful is personalized learning. AI can analyse data on students’ learning behaviours, strengths, and weaknesses to tailor educational content and strategies to each learner. This personalized approach can enhance student engagement, improve learning outcomes, and help educators identify and address learning gaps effectively.

The landscape of education is continuously shifting, influenced by various trends that can have both positive and negative impacts on the system. One trend, points out James, that could negatively impact education is the attempt to revert to pre-pandemic “normalcy”. There’s a tendency in some sectors to view the changes brought about by the pandemic as temporary disruptions, rather than opportunities for fundamental change. Retaining pre-pandemic practices, curricula, and expectations without considering the lessons we’ve learned during this period could limit the potential for innovation and improvement in education.

Similarly, the over-politicization of education could hinder progress. When decisions about education are driven more by political considerations than by what’s best for students and educators, the quality of education can suffer. This could potentially restrict academic freedom and limit access to diverse learning materials, preventing students from becoming engaged, responsible, and ethically-minded global citizens.

Hopes for the Future

In the next few years, James would like to see a significant re-evaluation of priorities, training, and spending in the education sector. This should begin with a thorough needs assessment and SWOT analysis that acknowledges both the internal and external realities faced by educational institutions.

This re-evaluation should identify the skills that will be truly useful and in demand in the future, moving away from solving outdated problems with old pedagogical tools and methods. Once we identify these skills, we should create a five-year implementation plan to integrate them into the curriculum.

James strongly believes that the integration of artificial intelligence (AI) into our educational systems, starting as early as early childhood education, is paramount. The potential of AI to revolutionize learning is immense, and introducing it at an early stage will ensure our students are adept at leveraging AI technologies. AI can personalize the learning process, adapt to individual student needs, and foster creativity and critical thinking skills. The broad adoption of AI also holds the promise of dramatically lowering the cost of education, making it more accessible to all. This could democratize education, reducing disparities and offering quality learning opportunities to students irrespective of their socioeconomic status.

Further, the value proposition of postsecondary institutions must be reframed. As the job market evolves, so should our approach to higher education. It’s no longer just about obtaining a degree; it’s about developing adaptable, transferrable skills that will serve students throughout their careers. This requires a shift in mindset and a commitment to innovative, future-focused education.

“Finally, the focus should be on fostering lifelong learning and metacognitive skills. In an ever-changing world, the ability to adapt, learn, and think critically is invaluable. Therefore, embedding these competencies into the educational experience is critical. In essence, the future of education needs a strategic, forward-looking approach that takes into account the evolving global landscape. By focusing on these areas, we can ensure that our education system is not only relevant but is also a proactive player in shaping the future,” concludes James.

Quote: “Don’t put off until tomorrow what you can do today”.

Quote: “I strive to disrupt traditional paradigms and explore how immersive realities can enrich education and break down physical and financial barriers for students.”

Since its establishment in 1897, San Diego State University (SDSU) has become a leading public research university, a federally designated Hispanic-Serving Institution, and an Asian American Native American Pacific Islander-Serving Institution (AANAPISI). Each year, SDSU provides more than 36,000 students with the opportunity to participate in an academic curriculum distinguished by direct contact with faculty and an international emphasis that prepares them for a global future. SDSU is the oldest university in San Diego, with nearly 500,000 living alumni. SDSU offers over 200 degree programs, including many that are top ranked nationally, and the university generates approximately $200 million annually in research funding. Offering an extraordinary balance of curricular and co-curricular options for its students, SDSU has 18 NCAA Division I athletic teams and consistently ranks among the top in several sports. 

In the 2023-2024 academic year, SDSU began the development and rollout of a new Academic Applications of AI (AAAI) micro-credential program for faculty. This innovative initiative, thoughtfully crafted by the university’s Academic AI Fellows, empowers faculty to leverage generative AI (gAI) in education and research creatively and responsibly. What sets this collaboration apart is that it was designed by faculty for faculty and was launched through SDSU’s commitment to enlisting student feedback. Results from an in-depth fall 2023 gAI Student Survey (n = 7,811) guide the refinement of both the micro-credential and an upcoming Academic AI Summit, hosted by SDSU in spring 2024 and uniting all 23 California State University campuses. This initiative is a part of many positive and futuristic changes brought about by James Frazee, SDSU’s CIO and a distinguished member of the university’s Council of Vice Presidents, reporting directly to the president of SDSU.

 A Progressive Career

James Frazee began working as a seasonal ocean lifeguard in 1987 and, after graduating from the University of San Diego in 1991, he was hired by the City of San Diego as a permanent lifeguard and Marine Safety Officer. While working for one of the most multifaceted lifesaving agencies in the world, James realized that lifeguards did not get enough training in low-frequency, high-risk scenarios such as cliff rescue or underwater search and recovery. So, he approached the Chief of the San Diego Lifeguard Service and requested that the city cover the cost of him pursuing a master’s degree in educational technology at SDSU so that he could design and implement interactive, computer-based simulations and games to help lifeguards better perform their duties. The request was approved and, after earning his master’s degree, one of his professors invited James to apply for a new SDSU doctoral program in educational technology. This same professor was awarded a $6.7 million United States Department of Education Technology Innovation Challenge Grant designed to provide K-12 teachers with computers and to help them learn how to use a new technology called the “internet” to provide their students with active, authentic and complex learning experiences. That was 1997 and, reluctantly, James left San Diego Fire and Life Safety to begin a new career managing this multi-million-dollar grant and training teachers to use personal computers and the world wide web to enable student-centered curriculum reform. 

In 1999, he began teaching at SDSU, and, in 2004, thanks to outstanding support from his inspiring dissertation advisor, mentor, and role model, Dr. Bernie Dodge, James was awarded his doctoral degree in educational technology through a newly minted joint doctoral program between SDSU and the University of San Diego. 

As a faculty member and leader in educational technology at SDSU, James has contributed to the campus’ online-education, faculty-development, and student-success initiatives, as well as its strategic alignment with the California State University (CSU) system and the federal government. He also has led and collaborated with various teams and partners to support and enhance teaching and learning through innovative and accessible technologies and user services. His experience reflects his commitment to SDSU’s vision and mission as a higher education powerhouse.

As a result of these experiences, James has written and presented widely on the subjects of designing faculty professional-development programs, strategic technology planning, and using technology to fuel curriculum reform. His academic research has focused on using technology to promote student-centered learning strategies in higher education. He has authored and co-authored peer-reviewed academic journal articles, book chapters, and refereed conference proceedings; delivered dozens of invited talks and academic conference presentations nationally and internationally; and secured more than $10 million in federal and state grant funding during his career leading K-12 and higher education technology organizations. 

James currently serves as SDSU’s Interim Vice President for Information Technology and CIO. The CIO is a comparatively new position at SDSU, established in 2019, that reports to the president and leads the university’s technology strategy, infrastructure, services, and solutions. The CIO works with senior leaders to align technology with the university’s vision and goals and oversees all IT units and budgets. The CIO also evaluates and improves the holistic use and efficiency of technology at SDSU.

“Today, my focus is on securing campus digital assets and safeguarding student and research data; investing wisely in core systems that serve the entire campus; providing shared IT services to students, faculty, and staff; and allowing for transparency for all budget allocation for campus technology efforts,” says James.

Frazee’s work is helping to cement SDSU’s role as the flagship campus and innovative research powerhouse in the 23-campus CSU system – the nation’s largest and most diverse four-year public university. For 25 years, he has held administrative, educational, research, and executive leadership roles in IT at SDSU. During his career at SDSU, he has been recognized with numerous Presidential Leadership Awards, and in 2022 he received the San Diego State University Lifetime Achievement Award. 

“I am honored to serve in the CIO role for SDSU during a time of extraordinary growth and tremendous excitement,” said Frazee. “As a first-generation college student, the power of education – from economic empowerment to opening the potential for more civic discourse – has always mattered to me.”

Innovative Initiative

James’ leadership in the creation of SDSU’sAcademic Applications of AI (AAAI) micro-credential program for faculty aligns with an SDSU University Senate Referral and an Academic Senate of the California State University (ASCSU) Resolution that call for gAI Literacy professional development to foster faculty dialogue and reflection.

The specific aims of the effort are to:

• Describe opportunities, limitations, and ethical considerations associated with gAI in education to inform the development of responsible gAI policies or guidelines.
• Leverage insights from SDSU’s AI Student Survey in shaping future policies, practices, and heuristics.
• Rollout SDSU’s new Academic Applications of AI (AAAI) micro-credential program, designed to prepare faculty for the responsible use of generative artificial intelligence and ensure that AI applications in the classroom and research align with ethical standards.
• Conduct a comprehensive review of SDSU’s existing institutional policies that may relate to the instructional use of gAI and academic integrity, aligning university policies with the evolving landscape of gAI in education.

SDSU has undertaken specific activities and initiatives to address and inform the Senate Referral in response to faculty requests for gAI policy recommendations. The university’s efforts are centered on understanding student needs, fostering responsible gAI use, and enhancing the academic experience. In the fall of 2023, SDSU conducted its campus-wide survey, collaborated with gAI experts, designed the micro-credential program, planned the spring 2024 gAI summit, and recommended guidelines for using gAI in education. These activities and recommendations are connected in their aim of understanding and improving the role of gAI in teaching and learning at SDSU.

The approach to addressing concerns about gAI in education is marked by combining data-driven decision-making, collaboration with key stakeholders, faculty training, and a commitment to ethical and responsible gAI use. These efforts are geared toward enhancing the academic experience for both students and faculty and using gAI to make learning more inclusive by ensuring it is flexible, affordable, personalized, and universal.

The Toughest Task

Leading SDSU’s transition to virtual instruction during the COVID-19 global pandemic was, by far, the biggest challenge in James’ career. Due to the pandemic, educational institutions were hurled into unprecedented change. In light of these new realities, the team at SDSU rallied to provide flexible, customizable, technology-enhanced learning opportunities that allowed students to maintain access to high-quality instruction. “This was challenging but exciting because it prompted higher education leaders and faculty to rethink how we teach,” said James.

Further, the pandemic spurred a massive investment in faculty development and provided space to dive more deeply into how today’s students learn. SDSU invested millions of dollars of COVID Relief Act and Higher Education Emergency Relief Funds (HEERF) in faculty development to enable new course designs that promote active learning and more accessible (i.e., open and affordable) instructional materials. Specifically, SDSU provides direct support for flexible course design to help faculty plan courses that offer a purposeful blend of face-to-face and online modalities to promote active learning and student engagement. 

“The genie is out of the bottle, and there is no putting it back. Once seen as a secondary option, online learning will take on more of a primary role at SDSU in the coming years, with a particular emphasis on the rapid acceleration of online certificate, degree and degree-completion programs,” predicts James.

On a positive note, the pandemic enabled SDSU to refine and offer more online programs and virtual support, while catering to diverse learners and locations. It also emphasized the need for technology-driven automation and efficiency in education.

Future-Ready Students

SDSU takes great pride in preparing its students for a world that is constantly changing. For example, the university aims to embrace AI advances to enable personalized learning. Frazee imagines a future in which every student has an online, on-demand AI tutor that can provide just-in-time support. SDSU started exploring the possibilities of AI by launching an AI fellowship program. The faculty and student fellows then collaborated with Frazee and his team to create the AI Student Survey to help understand students’ needs (e.g., tool usage, opinions, and expectations). Now, under James’ leadership, the fellows are using that data to help construct the micro-credential program – first for SDSU faculty, and soon in a version for students as well.

“Looking forward with an eye on ensuring that our students leave with the skills and knowledge needed to compete for high-paying jobs, we will adapt the micro-credential for a student audience this year,” said Frazee. “SDSU is also partnering with industry partners to pilot-test emerging gAI solutions so our faculty, staff, and students can leverage today’s rapidly advancing gAI performance-enhancing tools.”

This also calls for a shift in the effective practices of educators from traditional to more modern approaches. For example, when it comes to assessment of student learning outcomes, James points out that more than ever, we need to focus on process over product. 

“If your assessment strategy hinges on a high-stakes paper or exam, you are not preparing students for the world outside of school. Providing students with authentic, complex tasks that require some level of teamwork and allowing them to create a portfolio of learning artifacts that can differentiate them when applying for positions in their fields of interest is the best way to help them succeed and stand out,” he explains.

James believes strongly that higher education will become even more crucial in the years ahead as it better enables real-world experiences by scaffolding challenging activities that provide opportunities for students to interact on meaningful projects with other students, faculty members and professionals.

Keeping up with the Industry

To foster his own continuous growth and understanding of industry trends, James relies on partnerships with faculty, academic leaders, and campus stakeholders, as well as regional, national, and international higher education and industry partners. In particular, he is especially active in two professional organizations: EDUCAUSE and the Drivers of Educational Technology/California Higher Education (DET/CHE). He served as DET/CHE’s president and 25th Anniversary Conference Chair, as well as the Chair of the California State University Directors of Academic Technology common interest group.

“A seminal experience for me was being among a select group of fellows at the prestigious EDUCAUSE Frye Leadership Institute at Emory University in 2008,” he said. “The lessons learned and relationships formed during that experience were truly inspiring and invaluable. Serving in leadership roles has allowed me to grow my professional network, and I am still actively collaborating today with many of the people I have met through these organizations.”

Predicting the Industry Trends

James is extremely optimistic about the potential for gAI to be a game-changer for teaching and learning. He sees gAI as an accessibility “super tool” that can help students with special needs, with cognitive challenges, and those for whom English is a second language. It also represents a way to democratize access to student-success analytics data. He is part of a  pilot program with the Canvas Learning Management System that enables faculty to use natural language to ask questions and tailor their teaching and outreach to the needs of their students. Previously, this data could only be derived via a complex SQL query performed by a back-end system administrator. Instead,the new technology allows faculty to ask simple questions that generate insights into their students, like, “Who has not logged in to my course in two weeks?” or “List the students who are missing one or more assignments,” or “Tell me about my students who consistently wait until the last minute to complete course activities.” Frazee is bullish on such tools that will extend the power of AI beyond content generation and into actual pedagogy.

 Upcoming Offerings

Innovation is a core value of the OneIT community that James leads at SDSU. The university is investing in the intersection of gAI and immersive learning via the development of extended reality (AR, VR, and mixed reality devices) experiences, which will make it easier and less expensive to create emotionally engaging activities that motivate learners in ways never before possible. An example is the development of dynamic Empathy Lens scenarios. Applications are currently being pursued in the areas of criminal justice, educational leadership, nursing, and chemistry.

“Today, there is a knowledge gap, and many of our community members don’t feel adequately prepared to manage the impact of generative AI. In the next few years, my team will continue to equip our administrators, faculty, staff, and students with the skills, knowledge and training on this transformative technology that they need to excel,” he states.

Words of Wisdom

Asked for closing thoughts, James offers advice for students, IT professionals and young entrepreneurs: 

“Innovation only happens if people understand its purpose, and when they have latitude and space to contribute. Trust each other, listen and don’t underestimate the power of collective effort. Assume good intentions and strengthen relationships with the people who are on your team and with the people who you serve. Focus on the service experience and aim to delight people. Through your actions, demonstrate that you are on their side. 

“As you progress in your education and career, never be complacent. Train yourself to be uncomfortable. Seek issues and solve them. Don’t be afraid to fail by taking action – in fact, fail fast and improve yourself through the experience. Real failure is knowing that something isn’t working and not taking corrective action. A workable solution now can lead to a perfect solution later. Remember that “FAIL” is really an acronym for First Attempt In Learning!”

“As a young lifeguard, I never expected to be the CIO at one of the nation’s best public universities, serving the technology needs of more than 40,000 students, faculty and staff. Each step along the way was guided by a sense of curiosity and a desire to make things better for those around me. I’m incredibly fortunate to love what I do and I’m excited to come to work each day. And when it’s all said and done, I hope my legacy at SDSU goes beyond technology and includes building a culture of curiosity, innovation and love for service and teamwork.”

Quote: “I believe in the service mission of public higher education and have seen my career as a vehicle to support that mission.”

Rapid Fires: 

How would you sum up your 2023: 

Reflecting on 2023, I’d say I am excited, curious, and even more engaged and involved in enabling innovation and managing change at SDSU. 

A Contemporary Leader You Admire:

Matt Mullenweg – Founder of WordPress. I admire his commitment to open source, liberty, and freedom, and for being so humane and user-centered with his employees and customers.

A Book/Audiobook you are currently Reading/Listening:

Awareness by Anthony De Mello

Your biggest role model:

My mom is my biggest role model. I was raised by a single mother and, while we didn’t have a lot of money growing up, she taught me the importance of hard work and she inspired me to do my very best. She believed in me and through her words and actions made it clear that I could do anything that I set my mind to doing. It was thanks to her help with the financial aid process that I was able to receive a Pell Grant that allowed me to be the first in my family to attend college and earn a college degree. Her love, support, and encouragement gave me the courage to pursue my dreams.

Success to you is:

Success, to me, boils down to helping others. That’s why we open-source all of our designs. We hope other campuses will copy us. We want to be an example of what sharing the load looks like when it’s done well. We want the higher education community to learn from our experiences while we also learn from theirs. That spirit of openness is a big part of our culture.

Fun Fact:

After leaving the San Diego Lifeguard Service and while working at SDSU, I began volunteering with the National Ski Patrol (NSP) and have worked as an Alpine Ski Patroller in California at Bear Mountain, June Mountain, and Snow Summit ski resorts. In 2016, I was awarded the National Ski Patrol (NSP) Blue Merit Star for a meritorious rescue effort.