Cindy Stoddard is a globally recognized technology and business transformation executive with a distinguished record of modernizing complex global enterprises. Before Intel, she served as Senior Vice President and Chief Information Officer at Adobe, where she led the global technology strategy and enterprise platforms supporting a multi-billion-dollar business across 70+ countries. She modernized Adobe’s technology foundation, advancing cloud, data, AI, and automation capabilities while strengthening cybersecurity. Her leadership spans multiple industries, including high tech, retail, transportation, and logistics for companies like NetApp, Safeway, and APL. Stoddard has earned recognition, including Forbes CIO List and Forbes 50 Over 50.
Recently, in an exclusive interview with CIO Magazine, Cindy shared insights into her journey in technology, sparked by her love of math and problem-solving, and her passion for driving business transformation through IT. Cindy predicts that AI will be a game-changer in the next 5 years, enabling automation and human augmentation and stressed the importance of diversity and inclusion in tech, saying “technology innovation is dependent on diversity of thought.” She also shared her personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Cindy. What sparked your interest in technology, and how did you get started in your career?
My interest in technology really started with a love of math at an early age. I was drawn to problem-solving, pattern recognition, and the idea that data and analytics can help unlock insights and solve real-world problems.
I was also fortunate to have teachers and mentors who recognized that interest and encouraged me to pursue it further. They pushed me to join after-school groups and activities where I could explore science and work on hands-on projects, which helped build both my skills and confidence.
I originally earned my undergraduate degree in accounting, but early in my career I became fascinated by how technology could improve business processes and decision-making. Over time, that interest grew into a long-term career in IT, where I’ve had the opportunity to work across multiple industries and see firsthand how technology can transform the way organizations operate.
What do you love the most about your current role?
What I love most about this role is the opportunity to work with an iconic technology company that has been respected in the industry for decades, and to help position it for the next generation of innovation. There’s tremendous potential to build the infrastructure and capabilities that will support Intel’s future growth.
The role also sits at the intersection of technology and people. It’s about solving complex technical challenges while improving how teams work and connecting technology investments to the broader goals of the business. When you can enable people with the right tools and help them see how their work contributes to something larger, that’s incredibly rewarding.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
The role of the CIO has evolved significantly. It has shifted from being primarily an order taker responding to requests from the business to becoming a strategic partner with a seat at the table.
Today, CIOs are increasingly advisors who help organizations execute on technology-driven transformation. With the rise of AI, the role is expanding even further – helping companies rethink business processes, strengthen their data foundations, and identify where AI can meaningfully improve how work gets done.
Looking ahead, CIOs will play a critical role in helping organizations become AI-enabled, preparing the workforce to use these capabilities effectively, and identifying opportunities where technology can drive measurable business impact.
How do you see AI transforming industries in the next 5 years?
Over the next five years, I think the biggest impact of AI will come from rethinking business processes. Organizations will start by asking a simple question: does this task truly require a human, or can it be automated?
If the answer is yes, AI can help augment people by giving them better tools, insights, and decision support. If the answer is no, then it opens the door to automation that can improve efficiency and accuracy.
Across industries, from healthcare to manufacturing to retail, that combination of automation and human augmentation will fundamentally change how work gets done and create new opportunities for innovation.
Can you share a book or resource that inspires you and why?
I’m an avid reader and especially love audiobooks. Two books that really stood out to me approach leadership and technology from different angles.
Why Machines Learn by Anil Ananthaswamy gave me a new perspective on AI. It traces the history of computing and machine learning and shows how ideas that have existed for decades are only now becoming possible at scale as the infrastructure has caught up. It’s incredible to see how the power of math and computing has brought those concepts to life.
Another book I enjoyed is Stories That Stick by Kindra Hall. It highlights the importance of communication and storytelling. As leaders, we often need to explain complex ideas to different audiences, and knowing how to frame a message in a way that resonates and sticks with people is incredibly valuable.
What’s the importance of diversity and inclusion in tech? How do you mentor and develop future tech leaders?
Technology innovation is dependent on diversity of thought. People bring different backgrounds, experiences, and perspectives to the table, and those differences help teams ask better questions and develop stronger solutions.
Inclusion is just as important. As a leader, it’s not enough to have diverse voices in the room, you have to make sure those voices are heard. Sometimes that means actively creating space for people to share their ideas. When people feel their perspectives matter, it leads to better outcomes for the organization.
Mentorship is also a critical part of developing future tech leaders. I’ve always viewed it as a two-way learning experience where both people grow. It’s about sharing experiences, giving people stretch opportunities, and helping them understand how their work connects to the broader business.
I also believe in encouraging interest in technology early – whether that’s mentoring professionals in their careers or supporting programs that introduce students to STEM. When you combine diverse perspectives, inclusive leadership, and intentional mentorship, you create a strong pipeline for the next generation of technology leaders.
What’s the most important quality for a tech leader to have?
One of the most important qualities for a technology leader is the ability to communicate and connect with different audiences. Technology leaders must translate complex technical ideas into business value and help others understand how technology can solve real problems.
That requires strong relationships across the organization and a deep understanding of the business. When leaders can bridge that gap between technology and business priorities, they’re better positioned to drive meaningful impact.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I enjoy spending time in my garden. I grow both flowers and vegetables, and tomatoes are my specialty. I usually end up turning them into homemade pasta sauce.
I also love spending time on the Oregon coast and skiing in the Sierras when I can. Another longtime hobby of mine is sewing, which I learned from my grandmother and still enjoy today. It’s a creative outlet that’s very different from my day-to-day work in technology.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest professional goal is to help position Intel’s IT organization as a leader in how technology and AI can enable the business. That means building the capabilities and infrastructure needed to support innovation and help the company operate in new and more effective ways.
Five years from now, I hope to look back and see that we successfully helped make Intel an industry leader in applying AI and technology to drive meaningful business impact.
Given your experiences and achievements, what advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Know the business first, and the technology second. Always ensure your work is aligned to business goals and focused on delivering meaningful outcomes.
Equally important is building and maintaining strong relationships – internally and across the industry. Don’t stay behind the IT wall. Spend time with the business, your customers, and your employees to understand their challenges and priorities. Technical expertise is important, but your ability to understand, inspire, and empower people will ultimately determine your success as a CIO.