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MBA educated executive with exceptional track record in leading and managing small and…
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Fiona Caldwell reposted thisSharing a great opportunity in my team — we’re looking for a Lead Azure Integration Engineer. #hiring https://lnkd.in/g6TDAErp
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Fiona Caldwell reposted thisFiona Caldwell reposted thisWe are on the lookout for a DataOps rockstar to help strengthen our data infrastructure. Be part of our growth story as we continue to expand our analytics capability!
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Fiona Caldwell shared thisWe have a great new role available at Estia Health for a Change Manager. This is a key role in the Projects Team playing a critical role in the identification and management of change within projects and wider initiatives in our organisation. Please reach out to me if you're interested!! #Estiahealth #Estia
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Fiona Caldwell shared thisCheck out this job at Estia Health: Head of IT Operations
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Fiona Caldwell shared thisAre you a Microsoft Dynamics 365 developer, or do you know someone? Join us at Estia Health.
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Fiona Caldwell shared thisLooking for a new role? Join us at Estia Health.
Fiona Caldwell commented on a post
11mo
Congrats Brett. I am sorry I couldn’t be there in person, looks like it was a great night.
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Fiona Caldwell liked thisFiona Caldwell liked this10 AI Concepts Everyone Should Understand in 2026 𝗕𝗲𝗰𝗼𝗺𝗲 𝗯𝗲𝘁𝘁𝗲𝗿 𝗮𝘁 𝗔𝗜 𝗶𝗻 𝗷𝘂𝘀𝘁 𝟭 𝗺𝗶𝗻𝘂𝘁𝗲 𝗮 𝗱𝗮𝘆. 𝗚𝗲𝘁 𝘁𝗵𝗲 𝗔𝗜 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 𝘀𝗺𝗮𝗿𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗿𝗲𝗮𝗱. 𝗦𝗶𝗴𝗻 𝘂𝗽 𝗳𝗿𝗲𝗲 𝗻𝗼𝘄 → aiforleaders.com Original post: __________ Do you know the difference between an AI copilot, an AI agent, and an AI workflow? That's exactly the reason why some companies get ROI from AI, while others only get expensive experiments. Understanding AI is no longer just about knowing that ChatGPT and Gemini exist. You have to understand which AI tools and solutions impact business growth, customer experience, operations, and decision-making. Let's break down 10 AI concepts every business leader should understand in 2026: 1/ Agentic AI AI systems that can plan, decide, and take action across tools. 2/ AI Copilots Assistive AI embedded into workflows to help humans work faster and with less manual effort. 3/ Multi-Agent Systems Multiple specialized AI agents working together on complex tasks like sales, research, or support. 4/ Retrieval-Augmented Generation (RAG) A way to connect AI to your company's knowledge base, so answers are grounded in your real documents and data. 5/ Model Context Protocol (MCP) A standard that helps AI tools connect more easily to business systems, apps, files, and external tools. 6/ Human-in-the-Loop AI AI that recommends or prepares actions, but keeps humans involved for approval, judgment, or sensitive decisions. 7/ AI Orchestration The coordination layer that decides which model, agent, tool, data source, or workflow should be used for each task. 8/ AI Governance The policies, permissions, monitoring, and accountability needed to use AI safely and responsibly. 9/ PromptOps A structured approach to testing, managing, improving, and versioning prompts used across business workflows. 10/ AI ROI Mapping The process of identifying where AI can create measurable value. If you want to figure out which AI solutions can actually drive business growth for your company, let's map the highest-impact opportunities together. ➡️ Book a FREE call today: https://lnkd.in/dF868k4z Credit to Yurii Yakovlev. Follow him for more.
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Fiona Caldwell liked thisFiona Caldwell liked thisAI Governance Framework for Boards in 2026 𝗕𝗲𝗰𝗼𝗺𝗲 𝗯𝗲𝘁𝘁𝗲𝗿 𝗮𝘁 𝗔𝗜 𝗶𝗻 𝗷𝘂𝘀𝘁 𝟭 𝗺𝗶𝗻𝘂𝘁𝗲 𝗮 𝗱𝗮𝘆. 𝗚𝗲𝘁 𝘁𝗵𝗲 𝗔𝗜 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 𝘀𝗺𝗮𝗿𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗿𝗲𝗮𝗱. 𝗦𝗶𝗴𝗻 𝘂𝗽 𝗳𝗿𝗲𝗲 𝗻𝗼𝘄 → aiforleaders.com Original post: __________ Most boards now talk about AI. Far fewer can govern it. And the gap between the two is about to surface in proxy statements and shareholder suits. The infographic below maps what board-level AI governance is supposed to look like in 2026. Frameworks, pillars, risk categories, the committee structure beneath them. A useful picture of the target. Study it. Then sit with the three numbers buried in the middle, because they are the real story. More than 88 percent of organizations already use AI in at least one business function. Fewer than half of the largest companies in the world disclose structured board oversight of it. On the most conservative reading, closer to a third. Two thirds of directors report limited to no working knowledge of the technology they are now accountable for. Read those together. Adoption has outrun oversight, and the people legally responsible are the least equipped to ask the right question. That is not a technology gap. It is a governance gap wearing a technology costume. The data also says this is a performance issue, not a compliance one. Boards with real AI fluency outperform their peers by nearly 11 points on return on equity. Oversight is not a tax. It is an edge. So why do capable boards still fail here. Because the failure is quiet. A committee gets formed. A framework gets adopted. The box on the governance chart turns green. And everyone in the room reads the green box as competence, when all it confirms is that something exists. That is the trap. The structure becomes the evidence. Nobody asks whether it works, because the org chart says it should. This is what the 3C AI Leadership Model is built to expose. Three capabilities a board needs before any framework can hold weight. Clarity. Can the board say in plain language what AI is for in this business, and where it is forbidden. Most cannot, and that silence flows downhill into every model the company ships. Capabilities. Can the board challenge what management presents, or only receive it. A board that cannot interrogate a slide is not overseeing AI. It is being briefed about it. Capture. Is the value measured and owned, or assumed because a committee meets. Assumed value is the most expensive kind. The missing C is almost never the one a board thinks it lacks. The framework hides it. The green box hides it. The capable people in the room hide it from each other. Credit to Drijesh P. Follow him for more.
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Fiona Caldwell liked thisFiona Caldwell liked thisProgress with purpose. Our Findon development continues to take shape. What began as a vision for a modern, 124-place residential aged care home is now becoming a reality. As our 20th home in South Australia, Findon will strengthen our ability to support older people across the state. Together, our 20 South Australian homes will care for 2,000 older people each year, while Findon itself will create more than 150 local jobs once fully operational. Thank you to our construction partner Mossop Construction + Interiors and everyone contributing to this important project. We look forward to reaching the next milestone and welcoming residents later this year.
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Fiona Caldwell liked thisFiona Caldwell liked thisTime to start preparing your CIO50 Awards submission - for your favourite CIO or for yourself. I'll be judging again this year - I'm looking forward to compelling stories of leadership and innovation. Ten years of Australia's #CIO50 Awards have recognised hundreds of technology leaders. Thank you Cathy O'Sullivan and team. Over the decade, 80 CIOs have been ranked in the prestigious Top 10 (not an easy achievement out of a field of over 60-70 nominations each year.) Of the 80 Top 10 ranked CIOs, 24 (30%) worked in the public sector, 15 (19%) worked in healthcare, 9 CIOs worked in financial services. Most worked in large enterprises, but not all - Catholic Healthcare, IRT Group, Canteen, Greyhound Racing Victoria and Beyond Bank have all produced Top 10 CIOs. Gender? 16 CIOs (20%) were women - with Kathleen M. (2021), Sheridan Ware (2023) and Hall of Famer Dr. Angela Coble OAM all having taken the #1 ranking. Frequent Flyers? Most CIOs (63%) only appeared once. 17 CIOs (21%) ranked in the Top 10 multiple times, 15 appeared twice, John Vohradsky three times and myself five times plus a Hall of Fame ward in 2022. So ... Beyond the enjoyment of the awards ceremony in Sydney, and the swollen head that recognition causes for those highly ranked, the awards provide a great platform to recognise talented and effective CIOs across a wide range of types and sizes of organisation. Having been a judge for the past few years I now better understand how difficult it is to rank in the Top 10, and better appreciate the achievement of doing this multiple times. Success requires having a good story (of course) but also telling it well ... and sustaining the momentum over multiple years rather than just 'having good project' or a 'good year'. This is the CIO's art. So, to all you 80 Top-10-ers, please encourage and support others in your organisations and your peer group to start preparing nominations ... and also maybe consider improving your frequent flyer status with another nomination yourself! 😀 https://lnkd.in/g3SBnpzJ
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Fiona Caldwell liked thisA wonderful opportunity to join a values driven organisation.
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Fiona Caldwell liked thisFiona Caldwell liked thisIt was announced in Victoria Police this morning that I will be leaving the organisation on the 6th of March after being in the role of Chief Digital Officer since April 2022. This is the result of an organisation-wide restructure process, as signalled by IT News on January 20. My current Digital Services & Security Department (DSSD) is being split to align with the new arrangements. ICT design & build functions will be realigned within a new Continuous Improvement, Uplift & Tech command - led by an Assistant Commissioner. ICT run functions will be consolidated with other infrastructure functions (property, vehicles, weapons, uniforms and equipment) to form a new Digital & Infrastructure Service department - led by an Executive Director. It's been a privilege to have worked in such a large, complex and fast-paced emergency services organisation and to have been responsible for leading a digital modernisation program to strengthen strategic ICT governance, digital project delivery, cyber security, and ICT operations. Operationally impactful highlights have included increasing the cadence of digital innovation by embedding Platform+Agile ways of working using #OutSystems and #MicrosoftPowerPlatform, delivering innovative new policing systems like the ePINs app, and significantly improving ICT managed service outcomes with our partners #KineticIT and #DXC using the #VestedModel. Thank you to my wonderful team in DSSD, to the many supporters of digital innovation across Victoria Police, and to the many companies and people that have supported our journey and achievements. On to the next adventure! 🙂 This post had over 49,600 views
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Fiona Caldwell liked thisFiona Caldwell liked thisWhen execs hear “governance,” they think bureaucracy. Here’s how to change that. I once worked at a company where we spent months trying to get executives to assign data owners. We failed. Why? Because we talked about process, not outcomes. The moment we showed how much money we were losing because of bad data was the moment it clicked. If you want leaders to care about governance, talk about what they care about: growth, protection, and performance. Here’s how good data governance pays off: ✅ Better decisions – reliable data builds confidence. ✅ Risk control – fewer fines, breaches, and crises. ✅ Efficiency – no more wasted hours fixing bad inputs. ✅ Value creation – unlock returns from AI investments. Governance is a leadership responsibility. The role is simple: → Set the tone → Back teams with resources → Drive accountability Start by asking: → Where do we rely on data most? → Where do we trust it least? → Which outcomes matter most? Bottom line: Data governance is about enabling better strategy and scalable growth. How do you frame the value of governance in your organisation? ♻️ Repost to help someone build their data governance story. 🔔 Follow Clare Kitching for insights on unlocking value with data & AI. 👉 Want more from me? Sign up for my newsletter here: https://lnkd.in/giQ3b6Fi
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Fiona Caldwell liked thisFiona Caldwell liked thisArchitects don't just draw boxes. They make change safer and faster When strategic priorities change, new regulation hits, a merger lands, or AI hype enters the roadmap, there is always a risk of misalignment across business, technology and what you deliver to your customers; that misalignment is a major driver of failed transformation. That is what architecture exists to reduce and contain. An Enterprise Architect designs the organisation as a system: operating model, capabilities, information, the technology landscape that enables them and the architectural integration of the enterprise and its environment; customers, partners, vendors. They map the current state, articulate the target state and more importantly, define options. Then create a transformation path built on clear principles and apply governance to realise value usually under pressure. Enterprises exist to create value, which is why ‘architect’ is not just one job. The specialisation reflects which part of the system you are designing: Solution architects translate business needs into end‑to‑end solution designs across domains, working closely with enterprise architects and technical architects. Technical architects design the technical foundations: guardrails, platforms, and engineering standards so teams can build quickly and safely. Understanding this matters because architecture creates coherence that shows up later as: - Better decisions: Leaders see dependencies and trade-offs before committing spend. - Business agility: Clearer interfaces, fewer reworks, and fewer delivery surprises. - Lower risk and cost: Less duplication with security and compliance designed in. - Managed innovation: New models and tech adopted while protecting and stabilising core operations. If you want one test: When your ‘transformation’ roadmap is just a disconnected list of projects; you need architecture. When it is a transformation path with principles, options, and dependencies made explicit; architecture is doing its job. Where is misalignment costing you most: strategy, operating model, or technology? As a leader, make room for your architect to architect. Source: Related Areas adapted from SFIA v9
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Fiona Caldwell liked thisFiona Caldwell liked thisAs we crawl towards the end of 2025, I just want to say thanks to everyone I’ve connected with and worked with this year. It's been a big one! Whether you joined us at a CIO or Channel event in Australia, NZ, Singapore or India, contributed to a news story or podcast, shared ideas, or simply showed up with encouragement - I’m grateful. It’s been a year of magic moments, meaningful conversations, and a few tough patches. The support, kindness and community around me made all the difference especially when I temporarily lost use of my hand for a couple of months after an accident. For now, I'm deleting all my work apps (LinkedIn included!) and looking forward to spending more time with books at the beach 😎 Wishing you a well-earned holiday break and a great start to whatever 2026 has in store.
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Dr Troy Neilson
An interesting day yesterday at the CEDA - Committee for Economic Development of Australia AI Leadership Summit. What resonated most from the summit were the three powerful principles proposed by Andrew Charlton as a yardstick for what good AI looks like for Australia, and captures what we’re building at Sovereign Australia AI: Capture the economic benefit Australia’s AI investment shouldn’t flow offshore. Every dollar we invest in AI should stay in our economy, ensuring our nation captures the value we create rather than exporting it to Silicon Valley. Equitable access True digital sovereignty means ALL Australians, government, enterprise, researchers, and startups, have equal access to AI capabilities without US export controls or prioritisation policies. We’re not second-tier customers. Sovereign AI ensures no Australian is locked out of the AI revolution. Safety Safety isn’t just about model alignment, it’s about data sovereignty. When your AI provider operates under US laws like the CLOUD Act, your data is never truly secure. Australian-owned infrastructure means Australian law protects Australian data. Full stop. No foreign government access. No extraterritorial complications. This isn’t just good policy, it’s the foundation of Australia’s digital independence. #AILeadership #DigitalSovereignty #SovereignAI #AustralianInnovation #CEDA2025 #ai #LLM
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Bek A.
This is big. Three things NSW’s IT outsourcing overhaul got right (that most of us get wrong): 1. They admitted their current model was built for yesterday’s problems 2. They chose flexibility over efficiency 3. They are treating vendors like a portfolio, not a marriage The old model: Two big contracts, traditional service management, legacy thinking. The new model: Six specialised capabilities, multiple providers, built-in competition. Great stuff👌! It is basically the difference between putting all your money in one stock versus diversifying your portfolio. Same risk management principles, applied to vendor relationships. Sometimes the ‘riskier’ approach (or I call it building antifragile systems) is actually the safer long-term play. Thoughts? #VendorManagement #DigitalTranformation #ITStrategy https://lnkd.in/gxgdK2XR
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