The CIO role is no longer about just keeping systems running. It’s about guiding organizations through ambiguity, enabling responsible AI use at scale in the age of GenAI and agents and, increasingly, shaping digital ethics in real time.
In Episode 3 of AI&Us Season 3: Guardians of AI Innovation, we hear from two seasoned technology executives:
- Mark Booth, SVP & CIO of Perdue Farms
- Mark Goldberg, CIO of British Columbia Lottery Corporation (BCLC)
From rethinking how business users interact with AI to launching innovation hubs and transforming legacy systems under pressure, these CIOs share candid views of what modern tech leadership actually looks like and what it demands in the GenAI era.
The Modern CIO: Listener, Risk-Taker, Change Enabler
When asked to describe the CIO role in one word, Goldberg’s answer is simple: “Listener.” But behind that word is a growing complexity. "It really is a leadership role to ensure we’re understanding how best to use AI and how to do it in a safe, responsible, and ethical way," he explains.
Booth agrees, noting how the role has evolved far beyond IT operations.
The one big way the CIO role is changing with GenAI is enabling business associates to use it to their advantage. It’s no longer just about building systems, it’s about getting the right data to the business so they can use it appropriately.
- Mark Booth, SVP & CIO, Perdue Farms
In both organizations, that means the CIO is not a back-office function, but rather an engine for transformation.
GenAI in Action: From Food Matching to Responsible Gambling
While the industries may differ (one in agriculture and consumer products, the other in gaming and entertainment), both CIOs are spearheading projects that show how GenAI can move from theory to meaningful business impact.
At Perdue Farms, the focus is on enhancing customer understanding. “The project I’m most excited about is organizing around our product data,” Booth shares. “We’re working on matching products to consumers and customers, being able to ask GenAI which products best fit their needs. It’s all grounded in data.”
At BCLC, Goldberg is most energized by their newly launched AI and data innovation hub, a public-private collaboration focused on building tools that enhance player experience while supporting responsible gambling. “For us as a Crown corporation, it’s exciting to partner with the private sector to create capabilities that deliver value and do it in a way that supports player health and responsible gambling,” he explains.
Both projects show what’s possible when CIOs push beyond pilots and proof-of-concepts to pursue use cases that deliver tangible value, with impact measured in speed, personalization, safety, and trust.
The Complexity Behind the Buzz
Booth makes no attempt to oversimplify what it takes to get GenAI right: “The misconception that drives me nuts is when people think AI can just solve everything for you,” he says. “There’s so much involved: the data, the prompts, understanding both the input and the output. It’s not easy, and it needs to be well understood what it is you’re actually doing.”
This realism is a critical counterpoint to the pervasive GenAI hype cycle. These leaders aren’t building flashy demos, they’re managing live, evolving systems that impact customers, operations, and stakeholders at scale. And they’re doing it under real constraints: legacy infrastructure, evolving regulations, workforce readiness, and rising public scrutiny. What’s clear in both conversations is that leadership in GenAI isn’t about mastering the technology alone, it’s about managing the context in which that technology operates.
Taking Big Bets (and Owning the Outcomes)
Goldberg reflects on one of his biggest career risks: upgrading thousands of lottery terminals across retailers in just 48 hours. For Booth, the leap came through initiating a digital transformation with no guarantee of success. “Launching those programs and getting the confidence of the business, especially with ambiguity involved, is risky,” he admits.
These stories remind us that GenAI isn’t always the first challenge CIOs face, but it may be the most complex. As both leaders make clear, true transformation often comes with uncertainty and success comes from embracing that reality.
Tech Is the Enabler, But People Make It Work
As with earlier episodes in this season, a common thread emerges: It’s not about the tech itself. It’s about how it’s applied. Goldberg emphasizes that GenAI must be approached holistically.
Think about the total ecosystem of data, AI, business outcomes and how it all works together. It’s not just the technology. It’s the application of that technology to achieve business outcomes.
- Mark Goldberg, CIO, BCLC
Booth echoes this mindset, urging fellow CIOs to stay curious, innovative, and willing to take risks, while also knowing how to mitigate them through alignment, governance, and communication. It’s a perspective that bridges the gap between strategy and execution — a balance that CIOs must strike daily as they empower teams to use GenAI effectively and responsibly.
Closing Thoughts: Leading With Clarity, Scaling With Purpose
This episode of AI&Us reinforces a core truth about GenAI adoption: The leaders who succeed aren’t just deploying new tools, they’re building the systems, strategies, and cultures that allow AI to thrive.
For Goldberg, it’s about enabling safer, more personalized digital experiences while preserving public trust. For Booth, it’s about rethinking how product data and customer needs intersect, and equipping business teams with new ways to uncover that alignment.
Both are working toward a future where GenAI is embedded into decision-making, not bolted on after the fact. And both are proving that effective AI leadership depends on clarity of vision, not just technical execution.