Nicholas Colisto is a senior IT executive and multi-award-winning CIO with experience leading digital transformations across Fortune 500 companies. As SVP & CIO at Avery Dennison Corporation, a global manufacturer, he has delivered digital solutions creating sustainable value. Colisto was inducted into the CIO Hall of Fame in 2021 and has been recognized with multiple CIO 100 and ComputerWorld Awards. He speaks at industry events and has been featured in Forbes, CIO Magazine, Wall Street Journal and ComputerWorld. He also serves on the CXO Advisory Board of NinjaOne, a cybersecurity company. He is the author of The CIO Playbook, published by John Wiley & Sons, Inc., and has written a second book, Digital Inside Out, that will be published by Taylor & Francis in early 2026.
Recently, in an exclusive interview with CIO Magazine, Nick shared insights on his career journey, leadership philosophy, and the transformative role of technology in business. He emphasized the need for CIOs to lead with clarity, collaboration, and accountability, and to prioritize building strong relationships with peers and teams. Nick also discussed his passion for writing, mentoring, and driving digital transformation that is both profitable and purposeful. The following excerpts are taken from the interview.
Hi Nick. Can you walk us through your career journey and how you’ve evolved as a CIO and IT leader?
My career has been shaped by a deep curiosity for how technology can transform business. I began as a software programmer, learning the discipline of building solutions from the ground up. Over time, I moved into program management and then broader IT leadership roles, where I saw the importance of connecting technology strategy to business outcomes. I’ve had the privilege of serving as CIO in multiple global companies across industries, each with its own set of opportunities and challenges. Those experiences taught me that the CIO role is as much about influencing culture and enabling innovation as it is about delivering systems. Today, as Senior Vice President and CIO of Avery Dennison, I focus not only on operational excellence but also on creating digital capabilities that drive growth, profitability, and competitive advantage. My evolution has been about moving from “delivering IT” to “leading digital from the center of the business,” with an emphasis on partnership, agility, and measurable value creation.
What do you love the most about your current role?
What excites me most is the opportunity to connect technology strategy with the company’s broader purpose and values. At Avery Dennison, we view IT not as a support function, but as a driver of competitive advantage, whether it’s enabling factories to operate more efficiently, helping customers engage with our products in new ways, or empowering employees with tools that make work more meaningful. The most rewarding part of my role is working with incredibly talented people, both in IT and across the business, to turn big ideas into tangible results. I also enjoy helping my teams grow, seeing them take on larger challenges, and knowing that our work is making the enterprise faster, smarter, and more resilient.
What role do you think artificial intelligence and machine learning will play in shaping the future of business?
AI and ML are no longer emerging; they’re essential. In the near term, they’re unlocking efficiencies in areas like demand forecasting, predictive maintenance, and customer engagement. While AI will automate routine and repetitive tasks, it will also create new opportunities that require human skills like problem-solving, creativity, and critical thinking. IT professionals who adapt and learn to work with AI will be in demand. For CIOs, this means building the right data foundation, governance, and change management to scale AI responsibly and sustainably. AI is not just a technology shift; it’s a leadership challenge that requires new skills, new thinking, and a new level of cross-functional collaboration.
AI and machine learning are redefining the boundaries of what’s possible in every industry. I believe their most significant impact will come from the combination of human expertise and machine intelligence. At Avery Dennison, we’re already leveraging AI to strengthen customer relationships, optimize factory operations, advance product innovation, and build supply chain resilience. The organizations that win in the AI era will be those that adopt it responsibly, embed it deeply into their processes, and foster a culture of curiosity and adaptability.
How do you stay current with the latest industry trends and advancements, and what sources do you rely on for information?
I make it a priority to engage with peers, industry analysts, and thought leaders who challenge my thinking. I work closely with research partners, attend leadership and technology forums, and maintain relationships with technology providers who are shaping industry trends. I also read extensively, drawing from both industry publications and sources outside of technology to better understand broader business and societal trends. When I run or drive, I actively listen to podcasts, a mix of leadership, business, and technology conversations that expose me to fresh ideas and diverse viewpoints. Finally, I learn from my own team, who bring valuable insights from across functions, industries, and geographies.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve been fortunate to have mentors, reverse mentors, and colleagues at every stage of my career, but one constant has been the leaders who believed in my potential before I saw it in myself. They gave me opportunities that stretched me beyond my comfort zone and provided candid feedback when I needed it most. Their trust reinforced the importance of doing the same for others and investing in people, not just for what they can deliver today, but for the leader they can become tomorrow.
How would you describe your leadership style, and how has it evolved over time?
My leadership style is anchored in clarity, collaboration, and accountability. Early in my career, I focused heavily on the “what” and “how.” Over time, I’ve learned that the “why” is just as important as it inspires commitment rather than compliance. I’ve become more intentional about creating the conditions for others to lead, building systems and cultures that make success repeatable. Today, I focus on aligning people around a shared vision, removing barriers, and ensuring teams have both the freedom to innovate and the discipline to deliver.
What are you most proud of accomplishing in your career, and why?
What I’m most proud of isn’t a single project or milestone; it’s building teams that deliver sustained impact over time. At Avery Dennison, we’ve been modernizing our technology landscape, embedding digital experiences into the core of the business, and advancing our sustainability commitments. But the real achievement is the culture we’ve built: one where IT is seen as a trusted partner, where inclusion is valued, and where innovation is part of our everyday mindset. That culture is what will carry the organization forward long after any individual project is complete. I’m also proud of building high-performing teams and watching many of my direct reports grow within Avery Dennison, and some go on to become CIOs, CTOs, CISOs and other senior leaders. That’s the kind of impact that multiplies over time.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I’m passionate about writing and sharing ideas on leadership, technology, and transformation. I’ve authored my second book, Digital Inside Out, which will be published in early 2026, and regularly contribute to thought leadership platforms, including Avery Dennison’s Leadership Perspectives. Writing allows me to reflect on lessons learned and help others navigate similar challenges. I also value time with family, exploring new places, riding my motorcycle, and staying active, both physically and mentally. These pursuits keep me grounded and bring a fresh perspective to my work.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue making a meaningful impact for the organization I serve, the people I lead, and the broader industry. In five years, I see myself still leading at the intersection of technology and business, driving transformation that is both profitable and purposeful. I also hope to expand my contributions as a mentor and author, helping the next generation of CIOs and IT leaders prepare for a future that will demand both agility and integrity.
What advice would you give to aspiring CIOs or IT leaders looking to drive digital transformation in their organizations?
First, lead with the business outcome, not the technology. Transformation sticks when it’s tied to growth, profitability, or competitive advantage, not just system upgrades. Second, invest in your relationships with peers across the C-suite and teams. Influence is your most powerful tool. Third, build for adaptability. Markets, technologies, and customer expectations will keep changing, so create architectures, teams, and governance that can pivot quickly. Finally, develop your own leadership skills with the same discipline you apply to technology. If you don’t stop and do the leadership work, your leadership won’t work.