Featured CoverStory

Digital Version Driving Innovation and Value: Lactalis Australia’s CIO’s Vision for Digital Transformation For Sabina Janstrom, the journey to becoming the Chief Information Officer (CIO) of Lactalis Australia was nothing short of transformative. With a rich career history in the mining industry, a sector vastly different from fast-moving consumer goods (FMCG), she embarked on a career change that would not only shape her leadership philosophy but also revolutionize the way technology serves business operations at Lactalis. “I love learning new things,” Sabina explains. “When I joined Lactalis two years ago, it was a big shift from mining to FMCG, but I was excited. I believe that understanding the business is fundamental to being an effective CIO. How can we support the business without truly knowing what they do? That’s been the cornerstone of my approach to leadership—being as hands-on as possible, staying close to both the IT and non-IT teams, and truly understanding the business needs.” In her new role, Sabina quickly discovered that the dairy production industry, posed unique challenges. However, she also saw a tremendous opportunity to bridge the gap between traditional practices and digital transformation. By embracing technology, Sabina aims to streamline operations, enhance employee experiences, and deliver greater value to customers, both internal and external. This approach not only drives innovation but also positions the company for long-term success in an increasingly digital world. The key to successful digital transformation is understanding the business problem, not just the technology. Digital Transformation at Lactalis Australia: A Vision for 2025 and Beyond When Sabina speaks of the company’s vision for digital transformation, it’s clear that this is not just about adopting technology for the sake of it; it’s about a vision that aligns closely with the broader goals of the Lactalis Groupe. At Lactalis Australia, our commitment to innovation and excellence is unwavering. Our IT program is designed to spur and accelerate future thinking, adaptation, and creativity. By empowering our people and leveraging internal expertise, we are exploring new ideas and bringing to market cutting-edge products, processes, and digital technologies. The digital transformation at Lactalis Australia is not just a tech initiative; we aim to provide data to support better decision-making and automate processes to improve efficiency. For example, one of the most ambitious elements of their digital strategy is the transition to real-time data sources and on-the-fly analysis. With plans to build artificial intelligence (AI) capabilities for predictive analytics.     Customer-Centric Innovations: Enhancing Engagement Through Technology Sabina’s leadership is also evident in the digital tools introduced to engage with customers directly. Lactalis Australia’s e-commerce platform, launched in the last two years, has had an immediate and positive impact. “Lactalis saw a need to better connect with our customers, particularly small and medium businesses. The e-commerce platform links directly to our enterprise resource planning (ERP) system, offering customers real-time access to their pricing, promotions, and incentives. It’s been very well received, and we’re planning to enhance it further with features like delivery tracking and claims processing,” Sabina says, with visible enthusiasm. But customer-centricity doesn’t stop there. Sabina is also focused on improving the employee experience (EX), leveraging Microsoft 365, Teams calling, and GPT-powered tools to make work more efficient and enjoyable. “The goal is to eliminate friction,” she says. “If technology is seamless, it allows employees to focus on their jobs rather than battling with their systems. This enhances productivity and satisfaction. Soon, employees will have access to a GenAI chatbot that helps them find corporate information without the frustrating search through multiple documents.” For Sabina, creating technology that enables employees to do their jobs with minimal thought about the tools is the key to improving both job satisfaction and productivity. It’s about providing the right tools in the right way to make work easier, and by doing so, creating a more fulfilled and efficient workforce. If you can create technology that enables a person to do their job without thinking about it, you have improved both their productivity and job satisfaction. Balancing Innovation with Practicality: Maintaining Legacy Systems While Embracing the Future Of course, leading digital transformation is not without its practical challenges. Sabina acknowledges that managing the balance between maintaining legacy systems and introducing cutting-edge technologies is a delicate one. “It’s crucial not to let your systems fall behind. Without ongoing refresh programs and regular upgrades, it’s difficult to catch up. At the same time, we’ve been investing in tools that improve automation and streamline processes. We use technologies like SAP BTP, UiPath, and Nintex, which allow us to address immediate needs while preparing for long-term digital success,” she explains. Sabina also emphasizes the importance of infrastructure. “We are undergoing a major overhaul of our IT infrastructure that will set us up for a future-proof environment. But while we prepare for the future, we continue to innovate and optimize our current systems.” The Role of Emerging Technologies: Leveraging AI, IoT, and Blockchain for Business Solutions Emerging technologies such as AI, the Internet of Things (IoT), and blockchain are key components of Sabina’s digital roadmap. However, she takes a pragmatic approach to these technologies, focusing on the problems they can solve rather than chasing trends for the sake of it. “Emerging technologies offer opportunities to solve expensive or time-consuming problems, but they’re just tools,” Sabina asserts. “AI, for instance, could enable us to predict demand or optimize our supply chain, but it’s important to first identify the business problem. In many cases, existing systems might serve the purpose better than new technology—where newer technologies are required, we implement them thoughtfully.” Her perspective on AI and other emerging technologies is rooted in the understanding that these innovations should enhance the business, not dictate it. In the FMCG industry, this can be especially important where practical solutions often outweigh the allure of the newest tech. Innovation isn’t just about new technologies; it’s about finding better ways to do things with the resources you have. Sustainability and Compliance: Technology as an Enabler As the world grapples with environmental concerns, Sabina recognizes the

View Edition Trailblazing Leadership in Human Resources: A Conversation with Brady Pyle, CHRIO at Space Center Houston When you speak with Brady Pyle, Chief Human Resources & Inclusion Officer at Space Center Houston, it’s clear that his journey to the top of the HR world wasn’t just about career milestones—it was about passion, dedication, and an unwavering commitment to making a difference. His path has been shaped by a deep sense of service, a desire to lead with integrity, and a vision to create an inclusive environment where people are empowered to thrive. From a young age, Brady Pyle’s life seemed destined for service. Growing up, he looked up to his father and grandfather, both of whom had careers in government, and he knew early on that he wanted to follow in their footsteps. But what began as a straightforward journey into public service soon evolved into something much more profound. After a chance encounter with human resources while still in college, Pyle’s path took an unexpected turn—a turn that would eventually lead him to become the Chief Human Resources & Inclusion Officer (CHRIO) at Space Center Houston, one of the most iconic institutions in the world of space exploration. As a boy dreaming of big things, Pyle never could have predicted how his early career choices and leadership experiences would intertwine with a growing passion for fostering inclusive, innovative, and empowering workplaces. And yet, in hindsight, everything feels connected: a deep-seated desire to make a difference, a natural ability to lead, and an unshakable commitment to nurturing people and cultures that inspire curiosity. Today, as he leads human resources at Space Center Houston, Pyle is shaping not just the workforce but also a legacy of inclusivity and innovation—a legacy that inspires millions of visitors every year. Early Beginnings: From Government Service to HR Leadership Brady Pyle’s path to human resources was not one he initially envisioned. Early on, his goal was to follow in the footsteps of his father and grandfather, both of whom had built successful careers in government. “I’ve always felt a strong pull towards public service, which is why I pursued my education at Texas A&M University,” Pyle recalls. “I was fortunate to attend a school that offered opportunities for non-engineering students to work in cooperative education programs, and that’s where I first got exposure to HR.” It wasn’t long before an opportunity with the Department of Health & Human Services (HHS) in Washington, D.C., opened the door to a new chapter in his career. Despite being an undergraduate, Pyle was offered a role in their Dallas office—a pivotal moment that set him on the path to human resources. “That experience made me realize that I wasn’t as interested in policy work as I was in operations, especially when it came to HR,” he says. “It was then that I knew HR was the right fit for me.” After completing his master’s degree in Human Resources at Texas A&M, Pyle’s career trajectory changed significantly when he joined NASA. Over the next two decades, he took on increasingly important leadership roles, ultimately overseeing HR functions at NASA’s Johnson Space Center (JSC). Pyle’s work didn’t stop there, however. He soon became an executive overseeing HR across all NASA centers, with a vast budget and workforce to manage. His leadership played a key role in driving innovation and shaping the way NASA approached human resources. In 2023, after his retirement from NASA, Pyle’s path led him to a new chapter as CHRIO at Space Center Houston. It was a move that would allow him to take everything he had learned at NASA and apply it to a nonprofit space center that is not just a museum, but a learning hub inspiring millions about the wonders of space exploration. A Defining Experience: Shaping a Culture of Inclusion One of the most transformative experiences in Pyle’s career came when he realized that engaging his leadership team in diversity and inclusion discussions was much more complex than he had expected. “I remember sitting in a meeting where we were discussing diversity, and I noticed that many of the white male leaders on my team were simply not engaging,” Pyle reflects. “That moment made me realize that we needed to approach inclusion differently.” Instead of ignoring the challenge, Pyle decided to tackle it head-on. With the help of his colleagues, he attended a White Men as Full Diversity Partners workshop, which helped him understand the deeper dynamics of workplace culture. This experience was eye-opening, and it encouraged him to start one-on-one conversations with fellow leaders. “It was important to acknowledge what I didn’t know,” Pyle shares. “I wasn’t afraid to admit that I had a lot to learn about inclusion myself.” The shift from focusing on just diversity to a broader, more inclusive approach helped pave the way for the creation of an “Inclusive Leaders Cadre” at NASA, a program designed to build leadership competencies around inclusion. This program has continued to inspire Pyle’s work at Space Center Houston, where inclusion is central to every decision he makes. Values That Guide Leadership: Excellence, Integrity, and Improvement The leadership principles that guide Pyle today are deeply rooted in the values instilled in him by his father and grandfather. “From them, I learned the importance of excellence, integrity, and always striving to improve,” Pyle says. “These values have shaped who I am as a leader and guide everything I do.” These core values are a natural fit with the culture at Space Center Houston, where Pyle’s role as CHRIO involves more than just overseeing HR operations. “As a team, we’re focused on creating a workplace where employees feel empowered and where innovation thrives,” he explains. “Our job is to make sure the organization is always prepared for the future, but also to support the culture and well-being of the team.” At Space Center Houston, Pyle’s approach emphasizes not only fostering a positive workplace environment but also ensuring that the team has the tools and resources to