Senthil Thiagarajan, currently SVP & CIO, Humana CenterWell & Military, is known for his ability to balance bold innovation with regulatory integrity — transforming technology from a back-office function into a strategic growth engine. With 28+ years at the forefront of global digital transformation, Senthil Thiagarajan is a people-first technology leader who has helped some of the world’s largest financial institutions shift from legacy complexity to adaptive, AI-enabled enterprise architectures. As part of the 2025 Unwind with Unveiled Cohort Advisory Committee, and returning for 2026, he brings this same clarity of purpose, systems-level thinking, and human-centered leadership to guide rising executives in building organizations that are resilient, future-ready, and rooted in trust.

Q: With 28+ years leading digital transformation across global financial services, what core leadership principles have guided you through complex, high-stakes initiatives?

A:  With over 28 years of leading digital transformation across global financial services, my leadership philosophy is rooted in clarity of purpose, disciplined execution, and empowering diverse teams to solve complex problems with urgency and integrity. I lead with empathy and transparency, creating environments where people feel safe to innovate, take ownership, and deliver with pride. Whether navigating regulatory complexity or driving AI-enabled change, I strike a balance between bold innovation and responsible stewardship, always aligning teams around trust, shared outcomes, and a deep commitment to human impact.

Q: You’ve led enterprise architecture and technology strategy at global organizations like Citi and Northwestern Mutual. What does modern enterprise transformation look like through your lens?

A: Modern enterprise transformation is no longer just about technology upgrades — it’s about building adaptive, resilient organizations that can sense, respond, and scale continuously. Through my lens, it starts with a clear business-aligned architecture, empowered teams, and a product mindset. At Citi and Northwestern Mutual, I led transformations that connected enterprise platforms with customer experience, infused AI to reduce complexity, and established operating models that balanced innovation with regulatory rigor. Transformation today must be modular, data-driven, and human-centered — built for velocity without losing trust.

Q: Having driven both cloud adoption and risk & compliance platforms at scale, how do you prioritize innovation while ensuring regulatory integrity and security?

A: I prioritize innovation and regulatory integrity by embedding controls into the design phase, not layering them after the fact. At Citi, Fiserv, Moneygram, and Northwestern Mutual, we built security and compliance as core architecture principles — not speed bumps. I’ve implemented models like “Compliance-as-Code” and automated governance pipelines that allow teams to move fast without compromising trust. Innovation thrives when it's built on a foundation of transparency, auditability, and risk-informed design — especially in regulated industries where trust is currency.

Q: From your time at Fiserv to MoneyGram to Citi, how have you helped shift enterprise technology from a support function to a value driver?

A: Across Fiserv, MoneyGram, and Citi, I’ve consistently repositioned technology from a cost center to a strategic enabler by aligning it tightly to business outcomes. That meant moving from project-based delivery to product-driven models, embedding tech leaders at the business table, and measuring impact through revenue growth, risk reduction, or customer experience gains. At Citi, for example, consolidating 1,500+ systems wasn’t just modernization — it freed up capital, improved client servicing, and enhanced regulatory posture. When tech owns business value, it earns its seat as a driver of transformation.

Q: How do you stay ahead of emerging technologies while staying grounded in business value and customer needs? 

A: I stay ahead by staying close — to the business, the customer, and the frontline. I actively track emerging technologies, but I filter them through a simple lens: Can this solve a real problem at scale? At Northwestern Mutual, we launched a GenAI Council to test new tools with actual field teams, not just in labs. I believe in hands-on exploration paired with value based prioritization — staying curious, but grounded in value. Tech is only transformative when it improves lives, reduces friction, or creates measurable impact.

Q: What trends are you seeing at the intersection of digital banking, cloud transformation, and AI that forward-thinking institutions should be preparing for now? 

A: We're seeing a convergence where cloud, AI, and digital platforms are no longer parallel efforts — they’re becoming the unified foundation for adaptive, real-time enterprises. In digital banking, the shift is toward hyper-personalization, autonomous servicing, and Fintech-as-a-service. Cloud enables the scale and agility, while AI turns data into action — whether it’s real-time risk detection or proactive customer engagement. The next frontier is agentic systems: AI not just recommending, but acting with guardrails. Forward-thinking institutions should focus on building modular architectures, data trust layers, and a culture of experimentation — because speed, safety, and personalization will define competitive advantage.

Q: How do you integrate agile methodologies and customer-centric thinking into legacy tech environments undergoing transformation? 

A: I integrate agile and customer-centricity by shifting the focus from systems to outcomes. In legacy environments, that means starting with cross-functional squads aligned to business goals, embedding agile practices within existing constraints, and delivering incremental wins. I also bring the voice of the customer into the room — through journey mapping, user data, or frontline feedback — so that even technical work stays grounded in real impact. Over time, this builds momentum, trust, and a culture of continuous delivery.

Q:  As an Advisory Committee member for the 2025 Unwind with Unveiled cohort, what inspired you to get involved? 

A: My inspiration to join the Advisory Committee for "Unwind with Unveiled" is rooted in the program's mission to empower people by breaking the cycle of being over-mentored and under-sponsored. My professional journey has been marked by a commitment to driving transformative change and empowering talent, and I believe my leadership experience in global, high-performance teams has given me a deep understanding of the importance of strategic guidance and sponsorship. This opportunity to contribute my insights and experience as a leader and a non-profit board member aligns with my values of equitable access and strategic growth, and I am eager to help the next generation of leaders achieve their full potential.

Q: What advice would you give to tech leaders looking to rise into executive roles while staying true to their voice and values?  

A: My advice for tech leaders is to cultivate a "learn-it-all" mindset and lead with empathy, fostering a culture of continuous growth and collaboration. Be decisive and action-oriented, while also maintaining a patient, long-term vision. Remember that your values are not just words—they are defined by your actions, the example you set and most importantly how you make people feel. By focusing on these principles, you can rise to an executive role by being an authentic and impactful leader.

Q: You’ve completed executive programs at Stanford, Columbia, and Wharton. How has continuous learning shaped your leadership evolution—and why is it critical in today’s tech landscape?  

A: Continuous learning is a core pillar of my professional identity. The executive programs at Stanford, Columbia, and Wharton were not just about acquiring new knowledge, but about gaining diverse perspectives and strategic frameworks to lead in a rapidly changing world. This has been critical in my leadership evolution, enabling me to pivot from traditional banking technology to spearheading AI and cloud transformations at a global scale. In today's tech landscape, where the pace of innovation is exponential, continuous learning is no longer a choice—it's a necessity. It’s what allows leaders to stay ahead of the curve, to not only understand disruptive technologies like GenAI, but to ethically and strategically integrate them to create value. It also provides the essential mental models to navigate complex challenges, from global regulatory compliance to building resilient, high-performing teams, ensuring that leadership remains innovative and effective.

Q: What legacy do you hope to leave in the technology space - not just in terms of innovation, but in the teams and systems you’ve helped shape?  

A:  My legacy in the technology space is centered on driving positive, systemic impact that extends far beyond a single innovation. I hope to be remembered for the transformative change I’ve spearheaded across organizations, ecosystems, and for clients. My true hope is to be remembered for the teams and leaders I’ve helped shape. My goal has always been to build a resilient and innovative culture, empowering leaders who continue to create systems that are technologically advanced, ethically sound, and empowering for people. I want my legacy to be the countless leaders I’ve mentored and sponsored, who now drive positive change in their own right, and the organizations they lead, which are now better equipped to innovate and deliver lasting value to consumers and the broader ecosystem.

Stanford SEP - Change Lives. Change Organizations. Change the World.

Chhama Jain is a transformational engineering leader known for building high-performing, inclusive teams that consistently deliver innovation at scale. She has driven platform modernization, launched extensibility APIs that unlocked $10M in new revenue, reduced infrastructure costs by over $1M, and accelerated global delivery by 35%; all while cultivating cultures of trust and psychological safety.

A proud alum of 'Unwind with Unveiled'’s pilot cohort and now a 2025 'Press Pause' mentor, Chhama exemplifies leadership at the intersection of strategy and execution.  Her story highlights what’s possible when technical vision, operational excellence, and people-first leadership come together to reimagine the future of engineering.

Q: You’ve been described as a “preternaturally talented manager of people.” What’s your approach to building trust and psychological safety in engineering teams? 

A:  I believe trust and psychological safety are the foundation of any high-performing engineering team. My approach starts with authenticity. I show up consistently, communicate transparently, and model the behaviors I want to see. If I make a mistake, I own it. That vulnerability signals to the team that it’s safe to do the same.

I also prioritize listening before acting. I spend time understanding people as individuals — what motivates them, what they’re proud of, what frustrates them. That helps me tailor my support and ensures people feel heard and valued.

From there, I work to create clear expectations and guardrails. People feel safest when they know what’s expected of them and when they have room to make decisions within that framework. I reinforce that mistakes are part of learning and focus conversations on growth and outcomes, not blame.

Finally, I foster open feedback loops both peer-to-peer and with me. I normalize giving and receiving feedback regularly so it becomes part of the culture, not a rare or scary event. Over time, this builds a virtuous cycle: people feel safe to take risks, share ideas, and hold each other accountable, which drives innovation and resilience.

Q: Launching the Developer Platform and extensibility APIs opened up $10M in partner revenue. What was the strategy behind that innovation, and how did you make it happen? 

A: The strategy was to shift from a closed product to an open ecosystem. We recognized that enterprise customers needed integrations with their existing tools, and partners were eager to build on top of us if given clear monetization paths. I led discovery programs with customers and partners to understand the most valuable extensibility points, then sequenced delivery to maximize early impact. I also spearheaded the launch of secure, scalable APIs and SDKs, with a strong focus on developer experience, which meant clear docs and training, sandboxes, and support channels. The approach was to rapidly iterate on the offering, incorporating feedback early and often to continuously refine the platform. In parallel, we rolled out a structured partner program that incentivized adoption. This combination not only made our platform extensible but also unlocked over $10M in partner revenue in the first year.

Q: What do you believe are the most overlooked elements when designing a scalable and extensible SaaS architecture today? 

A:  When designing a scalable and extensible SaaS architecture, there are a few elements I see teams often overlook. First is observability : proper logging, metrics, and tracing need to be in place from day one, or diagnosing issues at scale becomes a nightmare. Second is clear ownership and modular boundaries. Without well-defined interfaces and responsible owners, services get tightly coupled and technical debt skyrockets.

Backward compatibility and versioning are often underestimated, too. APIs evolve, and without a strategy for deprecation and compatibility, you risk breaking partners or clients. Developer experience is another critical area. Automation for deployments, SDKs, documentation, and testing is key to driving adoption and innovation. Finally, a robust data strategy, including access patterns, consistency, and schema evolution, is essential for sustainable scalability.

The bottom line is that building scalable SaaS isn’t just about technology. It’s about designing for both users and developers, ensuring visibility, clarity, and a foundation that can evolve safely as the product grows.

Q: How do you identify and prioritize platform modernization efforts that simultaneously improve user experience and business outcomes? 

A:  I start with pain points that hurt customers or developers, like latency, reliability issues, or poor extensibility. Then I map those to business outcomes, such as reducing churn, lowering costs, or unlocking new revenue streams. Finally, I look for technical leverage, places where one change improves multiple areas, like modernizing a core service that boosts performance and accelerates go-to-market or new feature delivery.

From there, I prioritize using an impact-versus-effort framework, balancing quick wins with longer-term investments. And I always tie modernization back to measurable results, not just faster systems, but better retention, higher adoption, and lower support costs. That way, modernization is clearly seen as a growth driver, not just a technical exercise.

Q: You’ve consistently driven operational consistency across cross-functional squads. What’s your secret to harmonizing engineering, product, and GTM partners at scale? 

A: The secret is building alignment around outcomes, not outputs. I start by ensuring engineering, product, and GTM partners share the same understanding of the customer problem and business impact. From there, I establish lightweight but consistent rituals like shared roadmaps and definition of done, transparent decision-making, tight feedback loops, and clear accountability. Finally, I invest in relationships and trust, so when trade-offs arise, we solve them collaboratively rather than in silos. That combination keeps squads operationally consistent while still moving fast at scale.

Q: Can you share how your agile planning rhythms improved coordination across global squads and what that looked like in practice? 

A:  We had teams across multiple time zones, and alignment was a constant challenge. I introduced consistent agile planning rhythms that created a shared heartbeat: quarterly planning for strategic alignment, monthly planning for execution focus, and bi-weekly sprint rituals for tactical delivery.

In practice, this meant every team worked from a single global roadmap, tied to business outcomes and then broken into individual backlogs. We synced across time zones through overlapping meetings such as Scrum of scrums, cross-functional syncs, asynchronous updates, and shared dashboards, so no team was left guessing about dependencies.

The result was tighter coordination - global teams could move independently but still deliver as one unit, reducing friction and accelerating delivery velocity.

Q: You often operate at the intersection of strategy and execution. How do you ensure long-term systems thinking isn’t lost in the urgency of delivery?

A: I balance strategy and execution by making systems thinking part of delivery itself. I anchor teams on a long-term vision, then break it into milestones that deliver immediate value. When urgency demands speed, we use tactics like feature flags or temporary abstractions to ship quickly while preserving flexibility for future re-architecture. The key is accountability. We track that debt and deliberately circle back to resolve it, so quick wins don’t become long-term liabilities. This way, we move fast without losing sight of building sustainable, scalable systems.

Q: What trends in developer experience and platform engineering do you think engineering leaders need to lean into in the next 12–18 months?

A: I see three big trends shaping developer experience and platform engineering:

1. AI-assisted development - Platforms need to embrace AI copilots not just for coding, but for testing, deployment, and observability.
2. Shift-left ownership - Giving developers self-serve tools for security, compliance, and performance will be critical to scale without slowing velocity.
3. Unified internal platforms - The rise of golden paths and paved roads will reduce friction, standardize best practices, and free engineers to focus on product innovation.

Leaders who invest in these areas will not only improve developer productivity but also create more resilient and scalable organizations.

Q: What’s your personal philosophy on balancing technical debt reduction with continuous delivery and product evolution?

A: My philosophy is that technical debt isn’t something you eliminate; instead, it’s something you manage intentionally. I balance it by tying debt reduction to business outcomes: improving reliability, speeding up delivery, or enabling future product growth. I track technical debt in the backlog and embed debt paydown into the roadmap in small, continuous increments, while reserving larger investments for when the debt is blocking evolution. That way, we keep shipping value without compromising long-term health.

Q: As a proud alum of the pilot Unwind with Unveiled cohort, how has that experience influenced your approach to leadership and your vision for inclusive, purpose-driven teams?

A: Unwind with Unveiled gave me space to reflect on leadership beyond delivery and metrics. Hearing diverse voices and experiences reinforced for me that inclusion is about creating psychological safety and purpose so people can thrive. Since then, I’ve been more intentional in how I sponsor talent, structure feedback loops, and shape team rituals that celebrate differences. It’s strengthened my vision of building teams that aren’t just high-performing, but also deeply inclusive and values-driven.

Wendy Salisko is a future-focused commerce executive with over 20 years of experience driving eCommerce, marketplace strategy, and commercial innovation at Fortune 100 companies. She’s helped some of the world’s most iconic brands transform how they show up and win across the digital shelf and global retail landscape. Wendy’s career spans pivotal leadership roles, where she built high-performing teams, turned under-leveraged channels into growth engines, and influenced category strategy from retail floors to C-suite boardrooms. Known for her bold thinking, systems-level vision, and relentless drive to modernize how brands engage consumers, Wendy brings thought leadership and practical insights about where commerce is headed next.

Q: You’ve led digital commerce for some of the world’s most iconic brands. What’s been the biggest mindset shift you’ve championed to help brands win on the digital shelf?

A: One of the biggest mindset shifts I’ve championed is moving from brand-first to shopper-first thinking on the digital shelf. Consumer behavior is shifting by the day - driven by new missions, moments, and expectations - and yet many CPGs still build content for the brand-aware, loyalist audience. Today’s shoppers aren’t loyal to legacy - they’re loyal to what’s timely, relevant, and meets their needs in real time. This is exactly why challenger brands are winning: they’re leveraging AI-powered tools to design with the shopper in mind from the start - personalizing content, optimizing for search, and aligning with real-time consumer trends. They’re not launching products and hoping to attract attention— they’re reverse-engineering their content and strategy based on what the shopper actually wants. That shift— from building for the brand to building for the buyer—  is what sets leaders apart on the digital shelf today.

Q: How do you approach building a long-term digital commerce strategy that stays resilient in a constantly shifting retail landscape?

A: Building a resilient long-term digital commerce strategy starts with embracing change as a constant,  not a disruption. The landscape is evolving too quickly for static playbooks, so I focus on three core principles: agility, data, and consumer obsession.

Rather than trying to lock in a perfect roadmap, I build adaptive frameworks that empower teams to test, learn, and scale quickly. That includes democratizing data for real-time decisions, creating modular strategies that flex with shifting platforms and consumer behavior, and hardwiring shopper insights into every touchpoint. It’s about building muscle for rapid adjustment, not rigid planning.

The goal isn’t to future-proof a plan—it’s to future-fit your organization. That takes cross-functional alignment, test-and-learn cultures, and a commitment to innovation over perfection. When you combine those traits, you’re not just responding to change—you’re leading it.

Q: You’re known for turning under-leveraged channels into growth engines. Can you share a time when you spotted an overlooked opportunity and unlocked significant results?

A: One of the most impactful transformations I led involved accelerating eCommerce growth through intentional assortment and packaging design. A core brand had strong in-store performance but was struggling online due to oversized packaging, high damage rates, and assortments misaligned with digital shopper missions. As a cross-functional Squad, we conducted a deep dive into consumer behavior and basket trends, then influenced eCommerce-specific pack sizes that aligned with search demand and replenishment needs. We also implemented SIOC (Ships In Own Container) packaging to reduce breakage, minimize retailer fines, and improve delivery experience. The results were clear: operational costs dropped, consumer reviews improved, and the brand saw double-digit digital growth. It reinforced that winning in digital starts with designing for the channel—assortment, packaging, and experience—all tailored to how the shopper actually buys.

Q: How do you foster a culture of experimentation and innovation while balancing the operational demands of large-scale digital retail?

A: Fostering a culture of experimentation in large-scale digital retail starts by embedding innovation into the operating model—not treating it as a separate initiative. Teams need clear ownership and autonomy within defined guardrails, enabling them to test new ideas without compromising core performance. It’s critical to carve out space for low-risk pilots, leverage real-time data and AI to inform experimentation, and rapidly scale what works. Success should be measured not just by outcomes, but by learning velocity and adaptability. At the same time, strong governance across pricing, supply chain, and brand standards remains essential. This balance—structured flexibility—empowers teams to move fast, stay focused, and drive innovation that’s both scalable and sustainable.

Q: What leadership lessons have guided you when navigating high-stakes conversations from the retail floor to the boardroom?

A: When navigating high-stakes conversations,  I’ve always led with the 3 C’s: Candor, Courage, and Challenge. My leadership style is rooted in direct communication and a no-nonsense approach to problem-solving. I have little patience for ambiguity or inefficiency and prefer to tackle challenges head-on with logical, fact-based solutions. While my straightforward nature can sometimes be perceived as blunt, it’s also one of my greatest strengths—driving clarity, accountability, and results. Whether working with internal teams or external partners, I’ve found that honest dialogue, bold thinking, and a willingness to challenge the status quo are essential to making meaningful progress and building trust.

Q: As a thought leader, where do you see the greatest opportunities for brands to modernize how they engage with today’s consumers?

A: The greatest opportunity for brands today lies in shifting from static, one-size-fits-all engagement to dynamic, data-driven experiences that reflect how consumers actually shop—fluidly, cross-platform, and with high expectations for relevance. Brands need to modernize by using AI and predictive insights to personalize messaging, creative, and offers in real time—meeting consumers not just where they are, but why they’re there. This means designing content for discovery, not just loyalty; optimizing for search and algorithmic relevance; and creating adaptable, omni-channel experiences that evolve with each new consumer signal. The brands that win will be those who treat every touchpoint—media, shelf, social, store—as an opportunity to earn attention through relevance, not just recognition.

Q: What advice do you have for leaders managing through massive shifts, like supply chain disruptions or sudden channel pivots?

A: Be bold, think big, and don’t be afraid to take calculated risks. In times of disruption, like COVID and now the age of AI,  speed matters. Run fast pilots, secure alignment, and be ready to scale quickly. The industry is shifting too rapidly for perfection to be the goal. I’ve learned it’s far more advantageous to lead from the front—even if you're refining processes along the way—than to stay stuck in analysis or fear of failure. Progress beats paralysis every time.

Q: What’s one trend in global commerce that you think more companies need to prepare for right now?

A: One trend companies must prepare for now is the rapid rise of Agent-to-Consumer (A2C) commerce. As retail’s path to purchase evolves at lightning speed, AI agents are becoming trusted shopping companions—delivering unbiased, hyper-personalized recommendations. By 2030, A2C could account for 10% or more of consumer purchases. To stay visible and competitive in this emerging landscape, brands must embrace AI-native content—structured, dynamic, and designed for agent readability. Rich, data-driven content will become the new baseline for discoverability and conversion in an agent-led future.

Q: In your experience, what are the most common mistakes brands make when expanding their digital presence - and how do you help teams avoid them?

A: One of the most common mistakes brands make when expanding their digital presence is treating digital as an add-on rather than a core business driver. They often replicate offline strategies online—over-indexing on brand equity instead of designing for how consumers actually shop in digital environments. This leads to generic content, missed search opportunities, and poor visibility on the digital shelf.

Another pitfall is operating in silos—media, content, supply chain, and retail teams working in isolation, which creates friction and slows execution. I help teams avoid these traps by instilling a commerce-first mindset: aligning around data, agility, and shared KPIs across functions. We focus on building for discoverability, designing for the algorithm, and operationalizing test-and-learn as a muscle. When digital is treated as a performance channel—not just a brand stage—teams unlock both growth and long-term relevance.

Q: You’re joining the Momentum Makers Fireside Chat with Unveiled on July 30. (Secure Your Spot Now!) Why does Unveiled’s mission resonate with you, and how do you hope to inspire others through this conversation?

A: I’m excited to join the Momentum Makers Fireside Chat with Unveiled on July 30!

Unveiled’s mission hits home: too many talented people are over-mentored and under-sponsored. I’ve seen firsthand how real change happens when someone doesn’t just guide you—but goes out on a limb to advocate for you.

I’m looking forward to sharing how we can all become sponsors who break barriers, open doors, and lift others as we rise. Let’s build a future where opportunity is equitable—and earned potential never goes unseen.

Jen Elmashni is the President of POTOO Solutions and a 2025 Cohort Advisory Committee member for Unwind with Unveiled. A commercial executive with over 20 years of experience, Jen is known for transforming businesses through the strategic use of eCommerce, digital marketing, omnichannel strategy, and change management. From scaling global operations to driving accelerated returns, she brings deep expertise as both a P&L owner and growth enabler.

A culture builder at heart, Jen champions inclusivity and uplifts voices—values she continues to champion through her advisory role with Unveiled.

Q: Congratulations on your role as President of POTOO Solutions! What leadership principles are guiding you in this next chapter?

A: This has been an incredible journey and exciting leap to my next career chapter.  I've known POTOO Solution's CEO for several years, having used POTOO's capabilities in my eCommerce leadership roles.  What brought us together and brought me on board at POTOOcentered on my core leadership approach, which I take great pride in.  First, it is about inclusivity - lead in ways that brings everyone around you together - listen to them, deeply understand the challenge ahead, and see everyone's strengths as a collective way to tackle the challenge - not matter what function, relationship, level - etc.  Operate as ONE team, not just as words but show it in action.  Being at POTOO for for the last 90 days, bringing ENERGY into the organization has been a main driver of the early momentum we're gaining as a team!  This is an inflection point for the company and sheer energy focused clearly on the future - with a clear path is like revving the engines to go win the race. 

Q: How has your experience across different industries shaped your approach to leading a company focused on digital marketplace intelligence? 

A: Coming from the brand side of the Consumer Product Goods industry and a hands-on operator to drive growth in eCommerce - allows me to know exactly what our clients at POTOO are experiencing.  Being able to sit in their shoes, understand the ambitions mixed with dynamic challenges in this industry, I can approach my role as a business partner vs. a tech solution provider.  It's been personally fulfilling getting to reconnect with my network, old colleagues, and new connections to learn, offer perspective, and most importantly - feel joint ownership to see GROWTH for our clients!  That's the best feeling ever!

Q: What does it mean to you to lead with authenticity, especially in a rapidly evolving tech and commerce landscape? 

A: I've learned over time that really being my whole self as a leader makes me human and connect more deeply with others in a way that brings common ground.  I've been called "quirky", "different", "out of box" and earlier in my career I used to be self conscious about my style - but as time passes, I've learned that that art of connection and deep relationships that I have are as a result of these factors - not a hindrance.  So I say - embrace all sides of what makes you, YOU - authenticity is the ultimate superpower.

Q: How do you see the intersection of data, technology, and human insight shaping the future of e-commerce and marketplace performance? 

A: In a dynamic and ever-changing environment, where things can now dramatically shift in a matter of seconds, those who stay ahead have visibility into what's happening and what they need to do about it.  Insight is only as good as the breadth of seeing the bigger picture dynamics around you.  The insight in the context of this bigger picture arms our partners with the ability to act with focus and precision for the most impactful outcomes - there simply isn't enough time in the day to do it any other way.

Q: At POTOO Solutions, you're helping brands navigate complex digital marketplaces—how do you stay ahead of such a fast-moving ecosystem? 

A: Data, data, data - keeping our orientation external and garnering data at scale with visibility to the full picture for brands is key.  The coolest part about coming to POTOO is the incredible agility and speed at which we can move, keeping our antennas looking outward - we can quickly optimize and expand how we bring this visibility to the changing marketplace landscape through our data strategy, sprinkled with easy-to-digest, action-focused insights.

Q: You’ve been a champion of Unveiled’s mission and are deeply engaged in our leadership community—how has being part of Unveiled shaped your own growth? 

A: I've LOVED connecting with leadership across industries and hearing their stories of career growth, with all the good, bad, and ugly that comes along their journeys.  I've learned a lot and am inspired to act with my learnings from this incredible community. 

Q: What drew you to get involved with the Unwind with Unveiled program and eventually serve on the Cohort Advisory Committee? 

A: I participated in my first Unveiled panel discussion in NYC almost a year ago - the discussion was meaningful and relevant, and the people I met left me wanting more!  It's a great sense of community, inclusivity, no judgement zones with all walks of life that's helped to see my leadership in an evolved way - I wanted to help do that for others. 

Q: In your view, what role does a community like Unveiled play in bridging the gap between potential and access?

A: The biggest unlock with the Unveiled community is the focused connections around sponsorship.  I can relate in such a big way as I reflect on the growth and opportunities I've had in the last 20+ years in my career.  Building muscles around how to really, effectively maneuver the sponsorship lever in career and access is the game changer to put potential into action!

Q: How do you maintain clarity and resilience as you take on increasingly complex leadership roles? 

A: First, let me declare...this.  is . hard! I've always been a goal and growth chaser - from early childhood to today - it's simply in my DNA.  In those times when you feel like you're in the center of a tornado and even times when you get swept into the swirl, two things keep me grounded and narrowly focused on moving forward.  (1) I keep my eye on the prize - it's the end game and having a personal connection to why it matters.  The personal point is what makes this powerful in those tornado moments - not a goal because a company wants you to achieve it, but putting deep meaning behind it. And (2), give yourself and others grace along the way.  Resilience comes with falling down a lot and instead of being your own worst enemy about it (or even worse if you become the enemy to others) - instead pat yourself on the back for taking action, failing, learning, and doing it even better because of it.  

Q: Looking back, what would you tell your younger self at the start of your leadership journey? 

A: "You can do anything - just try."  My younger self was more concerned about being perfect and not being bad at something, which kept me on a path to doing only what I knew and what I was good at.   I had a sponsor push me to try something new, believed in me more than I believed in myself, but I trusted them and took the leap.  I never looked back! 

Q: What legacy do you hope to leave—not just within your organization, but across the broader ecosystem of leaders and changemakers? 

A: I hope my legacy is being a leader that others want in their corner because I care more about lifting the collective whole and celebrating doing BIG things together! 

Lisa Hornschemeier is a visionary leader in engineering and innovation, shaping the future of cloud technology. With a career spanning GE Aviation, Microsoft and Oracle, she brings deep expertise in e-commerce, cloud revenue management, and customer experience. A passionate mentor and advocate for women in tech, as a former Unwind with Unveiled cohort member and now part of the 2025 Cohort Advisory Committee, Lisa shares how leadership, resilience, and the right network can fuel transformation.

Q: You’ve had an incredible journey, from leading Azure commerce and partner solutions at Microsoft to overseeing Oracle Cloud's online customer experiences. How has your leadership evolved over the years, and what key lessons do you hope to share with Unveiled’s community? 

A: Honestly, the biggest revelation I had as I self-reflect on my journey ties to two very specific things...that I learned over time with experience.  

First, the more collaborative you are - the more successful you can be.  When I say this, this ties to how you collaborate when people come to you for things that are not tied to your priorities.  How do you help other's with their work goals when you become a dependency to their priorities but what you need to do does not tie to your own priorities for your job and direct leadership?  When you begin helping other people with their work along with accomplishing what your direct leaders need of you...then that is where magic begins.  

Second, this is something that I learned over time as I got larger roles, I couldn't scale by "doing it all" or making a decision immediately on "everything" that passes by me...so with more scope, I found a trick...sometimes "things" work out with little to no action from you.  So over time, you begin to learn the patterns of what needs addressed and what has your attention but you do not need to "do anything" because it will resolve in time.

Q: As someone with over 20 years of experience in software development and engineering, what advice would you give to Unveiled members navigating fast-paced and ever-changing industries like tech? 

A: Relationships are very important in hi-tech.  Everything changes almost daily...how people work together - how you can build trust, how you can protect, how you can help support others...these things are gold if you want to be successful.

Q: In your role as VP of Engineering for Oracle Cloud User Experiences, how do you approach building solutions that cater to diverse customer needs, and how can Unveiled members apply these principles to their own fields? 

A: I think one of the key concepts I am currently learning and I haven't mastered yet, is what is the "real" customer need.  Everyone "thinks" they know or has some "tape" and monologue on it...and even there is probably some recorded customer input published "somewhere."  But, when you dig into customer requirements and really lean into the context of the problem, I am beginning to see the story shifts or changes. And I think we need to do better about our abilities to have close connections with our customers. 

Q: Unwind with Unveiled played a pivotal role in your personal and professional growth. Can you share how the program helped you unlock new perspectives, and what advice would you give to members who are just starting their journey with Unveiled? 

A: Be open.  Put energy back into yourself personally through this professional development.  You are here to establish a new pattern.  To find a new way to invest in yourself so new doors (doors you didn't see before) come into view.  I mean - isn't that why you are here?  Then do the work and recommit to yourself so a new chapter has a chance to begin.

Q: How do you foster collaboration within the engineering teams you lead, and why do you believe these values are essential for driving innovation and success? 

A: My biggest collaborative effort ties to a variety of team meetings and how I engage with my directs and people in the meetings to ensure we have a true "team" discussion and it's not just a discussion with "a few" while the rest are audience members.  I bring people into the discussion if they haven't said much - I work on elegant engagement styles so it's not threatening.  Additionally, I have follow up 1x1 discussions too if certain topics need private discussion.  It seems to work.

Q: As a leader in cloud subscription and tenancy services, you’ve worked on critical infrastructure for Oracle customers. How do you balance technical innovation with business priorities? 

A: This is something we can do better on...typically business priorities always get the full support while tech innovations tie to operation excellence or architecture improvements that are hard to put above revenue generating outcomes.  Managing a balance is difficult...typically in easier business climates, there is more wiggle room to negotiate priorities but during tougher climates, the business needs typically win. It is important to understand the bigger picture and work towards the best outcomes holistically that further builds partnership and credibility.

Q: As someone who’s experienced Unveiled’s transformative impact firsthand, how would you describe its value to those considering joining or supporting the program? 

A: I think Unveiled is a great way to make intentional investments in your professional development.  We all say we want to do it and then say we will make the time...but prioritizing ourselves is typically a tough thing to do since we are quick to sacrifice ourselves to help others.  This program reminds you to put the time into your professional journey and holds you accountable!

Q: Looking ahead, what emerging trends or technologies excite you the most?

A: Cloud wars, AI

Q: When you think about our mission of breaking the cycle of being over-mentored and under-sponsored, how can the Unveiled community position itself to continue addressing systemic barriers and amplifying this impact through its network? 

A: This is a tough one...I think most companies only invest in mentorship and the concept of sponsorship is difficult.  I do think men need to become more committed to female sponsorship. In general, getting to know talent more broadly to avoid missing great potential because we didn't step out of our comfort zone or weren't intentional as leaders.

Eric Braddom, a trailblazer in innovation and transformation, (and one of our changemaker members, who is also on the 2025 Cohort Advisory Committee), shares his vision for creating lasting impact across industries in an exclusive conversation with Unveiled. Discover how allyship and Unveiled’s powerful network are bridging gaps, unlocking opportunities, and driving systemic change.

Q: Your career spans over 27 years, with extensive experience in driving innovation from concept to commercialization. How has your journey shaped your leadership philosophy, and how does it align with Unveiled’s mission of enabling equitable access through innovation?

A: My leadership philosophy centers on building high-performing, diverse teams, hiring people smarter than me, being customer-oriented, and fostering an inclusive culture that values talent and effort, in which everyone is held accountable for meeting their commitments.

Early in my career, while establishing a new engineering and marketing organization in China, I prioritized hiring based on merit. This led to assembling a team with a higher proportion of female engineers than male engineers which was not typically seen in the industry. One male employee expressed discomfort with the team's diversity, but I firmly communicated that working in an inclusive environment was an opportunity for growth and that he was welcome to leave. Ultimately, he adapted and thrived and is a better manager now because of it.

In another instance, I transferred into my team an exceptional semiconductor designer—a minority woman—who was undercompensated relative to her contributions. Recognizing her immense potential and the merits of contributions, I championed annual maximum raises until her pay aligned with her merit. Today, she is a highly successful professional and probably makes more than I do. I am thrilled to see her success and relish the thought that I may have played a small role in her success.

These experiences reaffirm my belief that equitable access to opportunities drives the best possible results. This philosophy aligns with Unveiled’s mission by demonstrating how powerful an equitable culture can be and the importance of a sponsor.

Q: At SRI, you transformed prototypes like the DomiNite® digital night vision camera into high-volume products. What strategies do you prioritize to bridge the gap between groundbreaking technology and scalable impact, and how can Unveiled members apply these strategies in their own fields?

A: Groundbreaking technology must reach the market to drive real change. Key strategies include:

1. Design with the end Market in Mind: Understand market needs and develop prototypes aligned with potential value propositions. The closer a prototype is to what the market wants, the shorter the time-to-revenue will be.
2. Focus on carefully and comprehensively defining Product Requirements: Invest time upfront to understand and define as many product requirements as possible. Overlooking details can lead to costly and time-consuming redesigns. For example, when I used to manufacture wearable products, customers would design and prototype a product only to realize later that they needed it to be waterproof which required a brand-new design, more money, a new manufacturing approach, and took months to implement.
3. Design for Manufacturability: Simplify designs to be mass-production friendly. Prototypes requiring rare skills, specialty materials, invention of new manufacturing processes and machines, and can’t easily be repeated, hinder scalability and increase cost.
4. Build Ecosystems: For new technologies, supporting, creating, or enabling the ecosystem can be critical to market adoption. For instance, electric cars needed charging stations to be broadly available before mass adoption.
5. Plan for Speed: Go fast and always know the next step in your roadmap. Anticipate competition and formulate your plan to be successful in the face of competition.
6. Build a scalable platform. When you scale up the production of your product, you will need to scale everything with it, so implementing foundational systems and processes in advance will help you avoid growing pains.

By embracing these strategies, Unveiled members have a better chance of getting to market and creating a lasting market impact.

Q: Your leadership at TE Connectivity and NXP Semiconductors revitalized businesses and established market-leading positions in emerging technologies. What lessons can leaders in the Unveiled network take from your experience in adapting to market shifts while staying innovative?

A: Leaders must embrace disruption—even self-disruption—to stay competitive. At TE Connectivity, I anticipated the rise of Chinese smartphone manufacturers and advocated the reallocation of resources to support this shift, despite internal resistance. In fact, there was so much resistance that I purchased Chinese smartphones for the leadership team to try. After gaining experience with the Chinese phones, they agreed to make the changes. This proactive approach better positioned the company for success in an evolving market.

Similarly, at NXP, I capitalized on the emerging eReader market by negotiating a display driver's license with eInk and integrating it into a new processor. Although our solution was costlier, it minimized system costs and became the market standard.

A critical lesson is recognizing that maintaining market leadership requires bold, forward-thinking decisions. Leaders must balance short-term stability with long-term innovation, although it is very difficult to do. I once offered new, disruptive technology to a product manager who had the number one market share in his consumer product category. He told me that he would rather not use the technology I was offering because if he changed something and consequently lost market share, it would be his fault.

Q: How has your board experience with eMagin Corporation influenced your perspective on leadership and governance, and how can aspiring leaders in Unveiled leverage board roles to expand their impact?

A: Serving on eMagin’s board during its acquisition by Samsung deepened my understanding of governance and strategic decision-making. Viewing challenges through the lens of investors sharpened my ability to align operational goals with shareholder value.

As board members, we are responsible for maximizing shareholder value. Advocating for a workplace where employees are rewarded based on their talents, effort and accomplishments is everyone’s best interest. And teaching about sponsorship is something that a board member can and should do.

Aspiring leaders can leverage board roles to broaden their impact by seeking opportunities that align with their expertise or career goals. However, securing board positions while working full-time can be challenging. Gaining employer support and selecting synergistic roles are key steps toward balancing these responsibilities.

Q: What advice would you give to members of Unveiled seeking to commercialize technology or ideas, particularly when navigating challenges in underfunded or underrepresented industries?

A: Gaining executive sponsorship is essential. Without a CEO’s backing, reallocating resources from established businesses that are making money to fund risky ventures is nearly impossible.

Additionally, explore ways to leverage external funding and use other people’s money. Collaboration with other business units, partnerships with external companies, or government grants can alleviate financial constraints.

Ultimately, success often hinges on securing champions within your organization and creatively funding your initiatives.

Q: Innovation often involves managing risk. How do you strike the right balance between taking calculated risks and ensuring sustainability, and what parallels can you draw for Unveiled members who are driving systemic change in their industries?

A: Effective risk management involves:
1. Data-Driven Decision-Making: Use insights to inform strategies.
2. Scenario Planning: Anticipate outcomes and prepare contingency plans.
3. Gated Investments: Invest incrementally, validating assumptions at each stage.
4. Failing Fast: Quickly identify and pivot from approaches that don’t work.
These practices ensure calculated risks support both innovation and sustainability—a balance critical for systemic change.

Q: Your academic background combines engineering and business. How has this combination influenced your ability to lead and innovate, and what advice would you give to Unveiled members about the importance of interdisciplinary thinking?

A: Combining technical and business expertise has been invaluable for aligning engineering innovation with market needs. For example, deciding which products to develop requires understanding market dynamics, financial models, and operational feasibility.

Interdisciplinary thinking fosters collaboration across teams and ensures that every aspect—from design to commercialization—aligns with organizational goals. My advice to Unveiled members is to embrace diverse perspectives and continuously expand their knowledge across disciplines.

Q: In your work with electro-optics, sensors, and displays, you've driven product growth in both niche and mainstream markets. How do you identify and capitalize on opportunities in emerging markets, and how can Unveiled members apply this insight to amplify their impact?

A: Growth opportunities come from (in increasing level of difficulty):
1. Maximizing Existing Customer Relationships: Engage customers to understand their future needs.
2. Expanding in Target Markets: Tailor products for new customers by addressing their specific requirements.
3. Leveraging Technology in Adjacent Markets: Adapt existing technologies for new applications with minimal investment.
4. Inventing for New Markets: Use research and market analysis to identify and prioritize transformative opportunities.

Each of these use different techniques of discovering and developing new products.

How do you filter many different opportunities? The best way to do this is to create a measure of market attractiveness and a measure of position strength for new opportunities and see which ones provide the best combination of market potential and a strong position. And finally, if there is already a passionate team in place that wants to drive this product then it is probably more likely to succeed.

Unveiled members can amplify their impact by strategically pursuing growth from the easiest paths first and applying intelligent filters to identify diamonds in the rough.

Q: What are some of the biggest challenges you’ve faced in transforming technology from prototype to commercialization, and how can Unveiled members navigate similar challenges in their efforts to bring innovative ideas to life?

A: Two major challenges stand out:

1. Securing Leadership Buy-In: A supportive CEO or champion is vital for resource allocation and long-term success.

2. Put metrics in place that encourage learning and test assumptions: Treat new ventures like biology lab experiments—test, learn, and adapt based on results. Don’t set up a new venture that requires a lot of learning and evaluate it by how much revenue it books. That is the fastest way to kill it.

Doing these two things will go a long way to your product and personal success.

Q: Looking ahead, what emerging trends or technologies excite you the most?

A: I am particularly excited about no-code platforms, which democratize software development by enabling users to create programs through natural language input.

Q: When you think about our mission of breaking the cycle of being over-mentored and under-sponsored, how can the Unveiled community position itself to continue addressing systemic barriers?

A: Continue to educate and build awareness about sponsorship with companies (and potential sponsors), and with individuals regarding how to be ready to work with a sponsor and how to find a sponsor.

The only thing I would add is that when you make someone successful (an executive), you will be their best friend, and they will want to help you.