Phila Msizazwe is the Chief Information Officer at the Automobile Association of South Africa, where he leads digital transformation with a focus on impact, service, and innovation. With nearly two decades of experience across IT operations, consulting, and leadership, Phila brings a people-centred approach to technology. His expertise spans infrastructure, systems design, data, and strategic enablement. He’s passionate about mentoring future leaders and using technology to solve real-world challenges. Outside the office, Phila is grounded in family and community, with a heart for service and a love for road trips that connect him to the landscapes and people of South Africa.
Recently, in an exclusive interview with CIO Magazine, Phila shared insights on technology leadership and innovation. He also discussed the future of IT, citing convergence of data, automation and customer experience, and stressed the evolving role of CIOs towards business leadership, requiring skills like emotional intelligence and commercial awareness. The following excerpts are taken from the interview.
Hi Phila. What drives your passion for technology leadership and innovation in the IT industry?
For me, it’s always been about impact. I’m driven by the idea that technology should serve people not the other way around. Over the years, I’ve seen how the right solution can remove friction, unlock value, and even change how an organisation sees itself. Leadership in IT gives me the space to shape that outcome. It’s not just about keeping systems running; it’s about working with people, understanding their needs, and finding the best way to meet them with tech that works. That intersection of empathy, strategy, and innovation is what keeps me engaged.
What do you love the most about your current role?
What I enjoy most about my role is being able to align technology with AA’s purpose. It’s not just about systems or tools, it’s about making sure our digital efforts help us serve South Africans better, wherever they are on their journey. I value the opportunity to shape strategy, foster collaboration across teams, and turn business needs into solutions that genuinely make a difference.
How do you see the field of IT evolving in the next 5–10 years, and what opportunities or challenges do you foresee?
We’re going to see even more convergence between data, automation, and customer experience. IT will be less about managing infrastructure and more about enabling intelligence, making sure the business can respond in real time, backed by data that’s reliable and actionable. AI, especially, is going to shift the landscape in terms of both speed and scale. But with those opportunities come challenges around ethics, governance, and skills readiness. The organisations that thrive will be the ones that can keep pace with change while staying grounded in value and trust.
How do you see the role of the CIO evolving in the future, and what skills or qualities do you think will be most important for CIOs to possess?
The role of the CIO is becoming more focused on business leadership than technical oversight. That shift is only going to grow. It’s no longer enough to be the person who understands the systems, you have to understand the business, the people, and the outcomes that matter. Skills like emotional intelligence, collaboration across departments, and commercial awareness are just as critical as technical expertise. The real value of a CIO lies in being able to connect all those elements and contribute meaningfully to strategic decisions, not just from the IT perspective, but from a broader organisational point of view.
What role has mentorship played in your career development, and how have you mentored others?
Mentorship has been a game changer in my career. I’ve had people who saw potential in me, challenged me to grow, and shared their own lessons with honesty. That support helped me navigate tough moments with confidence. Now I try to pay that forward, formally and informally. I believe in being present, listening actively, and helping others see what they’re capable of. It’s about building trust, creating safe spaces to ask questions, and walking alongside someone until they’re ready to lead.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I really value time with my kids, that’s my reset. I’m also into cycling and motorsport, especially Formula One (Team LH44 all the way). To be honest, anything on wheels grabs my attention. I try squeeze in a ride or catch a race whenever I can. Football’s also on the list (COYB) These things help me switch off, stay grounded, and just enjoy the moment.
What is your favourite quote?
One quote that’s stuck with me is: “Leadership is not about being in charge. It’s about taking care of those in your charge.” It reminds me that the real work of leadership is service.
What is your biggest goal? Where do you see yourself in 5 years from now?
In five years, I hope to be making an even broader impact—still in a role that’s rooted in purpose, but with a wider reach across the mobility or tech sectors. I want to keep growing as a leader, mentoring others, and shaping how technology is used to improve people’s lives. If I can look back and say I helped people grow, helped an organisation evolve, and left things better than I found them, that’ll be a win.
What advice would you give to aspiring IT leaders looking to make a meaningful impact in their organisations?
Start by understanding the business. Technology means nothing without context. Be curious, ask questions, and learn to speak the language of your stakeholders. Don’t chase titles—focus on influence and impact. Build strong relationships, listen well, and make space for others to succeed. And stay grounded. Tech will keep changing, but people will always be at the centre of what we do.