FinTech Strategy spoke with Veritran’s CMO, Jorge Sanchez Barcelo, at Money20/20 Europe to find out more about the tech firm’s partnership with Manchester City reimagining CX to create a frictionless digital experience for fans

Money20/20 Europe Exclusive

In an era where technology defines the customer journey, Jorge Sanchez Barcelo, Chief Marketing Officer at Veritran, is leading a bold charge into a new frontier: one where financial technology fuses with fandom, and CX becomes both frictionless and deeply personal.

Jorge’s professional journey has always followed the arc of digital transformation. From his earlier roles at AT&T and Banorte to now helming marketing at Veritran, a global technology company, his mission is clear: make life easier, better, and more secure for end users – whether they’re banking customers or football fans.

“Our technology without a purpose is nothing. It’s just code,” Jorge says. “We build for people. And that purpose has taken us far beyond banking.”

From Buenos Aires to Global Ambitions

Founded in Buenos Aires almost 20 years ago, Veritran started building mobile applications before the iPhone even existed – when, as Jorge jokes, “phones were just for calls, texts, and the occasional game of Snake”.

“Our guys were visionaries,” he continues. “They were talking about applications when we didn’t even have smartphones. Back then, you had to build a separate app for every phone model because we didn’t have iOS or Android,” he recalls.

Despite those early technical hurdles, the company maintained a singular focus: democratising access to financial services. “Once a person starts managing their own finances, they gain control,” reasons Jorge. “And control is the first step toward growth.”

That mission has proven timeless, and borderless. Today, Veritran has a solid footprint across Latin America and has expanded into the US and Europe.

Why Experience Matters More Than Ever

Jorge is acutely aware that in financial services, trust is everything. A slick PowerPoint is not enough to win over banks.

“When I meet with a financial institution, they don’t want theory. They want proof. They want to see our tech working in the real world. But many banks are reluctant to share their strategies, even with non-competitors.”

This desire to demonstrate capability led Veritran to seek a bold new marketing approach – one that would provide a visible, secure, and non-competitive environment to showcase its tech.

Enter Manchester City: A Blueprint for CX Innovation

The solution arrived via the pitch, not the boardroom. Veritran entered into a partnership with Manchester City, one of the best football teams in the world.

“Manchester City is digitally five to seven years ahead of most clubs,” says Jorge.

Veritran’s technology now supports key digital operations at Manchester City, helping the Club streamline processes such as user registration, membership management, and ticketing. This collaboration reflects a shared commitment to innovation and operational excellence.

What began as a strategic partnership has evolved into a strong example of how financial technology can reinforce digital infrastructure in the sports sector. As more organisations seek reliable and scalable solutions, the model developed with Manchester City demonstrates the value of secure, efficient platforms designed to support long-term digital growth.

Breaking the Sponsorship Mold

Unlike traditional sports sponsorships, which often come with hefty price tags and limited strategic collaboration, Veritran’s deal with City was rooted in partnership.

“Our partnership is beneficial for both companies, we share value,” explains Jorge.  “With the brand reach of Manchester City’s clubs we have been able to promote our company worldwide.”

This model has opened the door to future collaborations, not only with sports clubs, but also with entertainment companies in the US who are eyeing similar digital transformations.

Applying FinTech Learnings in New Territories

As Veritran enters new markets, they carry the lessons of regulated finance into less restricted sectors.

“In banking, every innovation has to pass through layers of regulation,” notes Jorge. “But in entertainment or sports, you can think outside the box and start with the experience, not the compliance checklist.”

That freedom has allowed Veritran to experiment with new ideas, such as smile-based stadium access or face-based payments.

“We call it ‘mouthful access’ – just smile, and you’re in. You can’t do that in banking… yet.”

Blending Brand and Utility: A New Era for Embedded Finance

What sets Veritran apart isn’t just its technology stack – it’s the way it applies that stack to create emotional resonance and operational value in new settings. For Jorge and his team, the convergence of financial services and lifestyle touchpoints is the most exciting, and underexplored, frontier.

“When we embed finance into a stadium or a music festival, we’re not just processing payments,” he explains. “We’re creating seamless, branded experiences that extend customer relationships beyond the bank branch or app.”

This philosophy echoes a wider FinTech trend: the shift from siloed services to contextual, embedded finance – delivered where customers already are, not where institutions want them to be.

As financial brands seek new ways to engage digitally-native consumers, Jorge believes partnerships with lifestyle, sports, and entertainment brands offer huge untapped potential.

Jorge notes that younger generations expect everything to be digital, instant, and intuitive. They don’t separate banking from shopping or attending an event, it’s all part of one journey. “If we can integrate services invisibly into those moments, that’s where the magic happens.”

He’s quick to add that the financial industry still has work to do in aligning with this shift – both culturally and technologically.

“It’s not just about APIs or infrastructure. It’s about mindset. The organisations that embrace this new way of thinking – who see CX as a shared responsibility across ecosystems – will lead the next decade.”

With Veritran’s cross-industry collaborations accelerating, Jorge is confident they’re not just shaping financial journeys – they’re reshaping everyday experiences.

Embedding Finance in the Fan Journey

Jorge sees a massive opportunity to embed financial services into sports and entertainment ecosystems, particularly in underbanked regions like Latin America.

“In the UK, stadiums are already cashless. In Latin America, we still have guys walking around selling Coca-Cola for cash from their pockets. We want to change that.”

By introducing digital wallets, biometric payments, and embedded insurance services (e.g., ticket protection at the point of sale), Veritran enables clubs to become financial service providers.

“Imagine buying a match ticket and adding travel insurance in one click. That’s the level of seamless we’re aiming for.”

Pain Points Driving Demand

So what are clients asking for?

Jorge says it comes down to three priorities:

  1. Integrated Payments Ecosystems
    Clients want unified platforms that support seamless payments across channels and partners
  2. Digital Onboarding & Identity
    Reducing friction while enhancing security is top of mind – especially in customer acquisition
  3. End-to-End Security Suites
    With AI-driven fraud and evolving regulations, security isn’t optional; it’s a strategic asset

Veritran’s flexibility as a tech partner, not just a vendor, allows it to co-create with clients. This often means integrating with their existing partners, such as banks, card networks, or insurers.

What’s Next for Veritran?

According to Jorge, the company is at a pivotal moment. Its technology is gaining traction in new verticals with strong investment appetite – such as entertainment and live events.

“These sectors have the budget and the ambition. No one’s serving them with the kind of Fintech-grade CX we provide.”

The company is also exploring opportunities in public transportation and other infrastructure-heavy sectors where transactions are frequent and still inefficient.

“Everywhere there’s a transaction, there’s an opportunity to simplify.”

FinTech is set to play an expanding role in everyday life whereJorge believes the very definition of FinTech is evolving.

“It’s not just about banks anymore. If you buy a coffee, book a train, or enter a concert – those are all transactions. And if we can simplify them, that’s FinTech too.”

That’s why Veritran sees future growth in collaborative ecosystems where banks, brands, and non-traditional players converge to serve the customer journey holistically.

Why Money20/20?

Jorge credits the annual Money20/20 Europe conference with helping shape Veritran’s partnerships – including the initial connection with Manchester City.

“It’s one of our top five global trade shows. We don’t just send a team – we send our top execs, including our CEO. It’s where deals happen.”

Building with Purpose for the Future

In an industry flooded with features and hype Veritran differentiates by staying grounded in user value.

“Tech for tech’s sake is meaningless. But tech that improves how someone lives, spends, or connects – that’s everything,” says Jorge.

From its Argentine roots to a global stage, Veritran’s journey underscores one enduring truth: In customer experience, the future belongs to those who build it with purpose.

Veritran: A CX FinTech Trailblazer

  • Embedded Finance
  • Events
  • Together in Events

Security, AI, and Digital Resilience: A look inside Visions CIO + CISO 

The cybersecurity landscape has never been so fast-moving or complex. The stakes have never been higher. A worsening geopolitical reality and increasingly sophisticated cyber threats mean that the role of security leaders is more pivotal than ever as devastating cyber breaches become a matter of “when,” not “if.” It’s a time for information and skill sharing, networking, and collective action in an industry facing a more challenging future than ever. 

Visions CIO + CISO Summit brings together executive security and technology leaders and experts from the largest organisations in multiple industries to network and learn from the people driving innovation in the IT and cyber spaces. This year’s event took place between April 28-30, and featured 8 tentpole sessions, over 30 presentations from key industry figures, and more than 30 speakers across the various panels, fire-side chats and peer-to-peer round tables that comprise the rest of the event. Speakers and solutions providers at this year’s event included Illumio, Threatlocker, LastPass, Claranet, Okta, Covertswarm, Intruder, and Ripjar RPC Services. Also in attendance were IT and security professionals from large scale enterprises, including Currys, Astley Digital, 24/7 Home Rescue, H&M Group, IBM, MUFG (Mitsubishi Financial Group), Federated Hermes, Deliveroo, Experian, Saint-Gobain, and Nordea GSK.

At the event, and afterwards, we were lucky enough to catch up with some of the leaders speaking at Visions and get their perspectives on key trends affecting the IT space — from the ever-relevant issue of security to AI and digital resilience.  

Natwest

Ramit Sharma — Vice President & Lead Engineer

1. What’s the general outlook for the IT and fintech sectors right now? Is this a scary time? An exciting one?

“It’s an exciting time, particularly within the UK banking sector, where we’re seeing a real shift toward customer-centric innovation. Financial institutions are working hard to deliver seamless, secure, and personalised experiences—often by leveraging cloud, AI, and advanced analytics.” 

“There’s a strong emphasis on modernising legacy systems, improving digital onboarding, and enhancing fraud prevention without compromising user experience. This push for technology-driven customer satisfaction is creating space for smarter, faster, and more agile solutions—making it a great time to be contributing to the evolution of digital trust and transformation in financial services.”

2. What are some of the challenges organisations are facing that you can help them with? What problems are they asking you to solve?

“Many organisations are grappling with how to secure cloud environments at scale without slowing down innovation. Key challenges include visibility across hybrid or multi-cloud setups, managing identity and access with precision, and operationalising zero trust.” 

“There’s also a strong demand for integrating security earlier in the development lifecycle—what we often refer to as shifting security left. People are asking how to reduce complexity, automate controls, and move away from reactive postures to proactive, real-time risk mitigation.”

Federated Hermes 

Enis​​​​ Sahin — Head of Information Security

1. What kind of outlook does an organisation like Federated Hermes have right now towards the industry? Is this a scary time? An exciting one?

2025 is shaping up to be a very dynamic year for the markets at large. There are rapid developments, from geopolitics to booming technology innovation with AI, that are impacting how the markets move as well changing the environment we operate in as a business. As a global asset manager, Federated Hermes is staying abreast of these changes to ensure we can be where the markets are, whilst maintaining efficiency in our operations for strong profitability. 

2. What problems are people asking you to solve right now?

The ever changing world of cyber has historically been difficult for businesses to decipher. In the last few years, it has become even more difficult to keep up, with the advent of AI and how it is changing the technology landscape. Whilst businesses are trying to understand this new technology and embed it into their products and operations, cyber-criminal enterprises are leaping ahead in innovation and starting to leverage it in novel ways. The challenge this brings is two-fold.”

“On one hand, businesses are trying to find the right use cases for AI to get their return on investment at every level. This applies to core business functions, as well as Technology departments and the Security organisations. As cyber strategists we are now being forced to be innovators ourselves and not just passive consumers of the latest products and market trends. This brings a new perspective to how we design controls, build our roadmaps and prioritize our budget items. Boards and executive teams are looking for Security teams who are embracing AI and maximizing the effectiveness and efficiency of their programmes.” 

“The second challenge is on the defensive side. The average person, as well as the average corporate employee, is lagging behind in understanding what the latest AI models are capable of, let alone understanding how they can be used to conduct cybercrime. Working in security, we find ourselves in a situation where we both need to find ways to keep up with cyber criminals to defend our enterprises, as well as keep educating our staff and management teams so that we can bring them on this journey.” 

Astley Digital 

Martin Astley — Chief Information Security Officer

1. Would you say this is an exciting time for Astley Digital?

“Astley Digital is at a pivotal point in its journey, experiencing remarkable growth and expanding our service offerings. We’re actively exploring partnerships with innovative cybersecurity companies like ThreatLocker, enabling us to provide even more robust endpoint security solutions for our clients.” 

“Additionally, the evolving landscape of cybersecurity is presenting us with unique opportunities to leverage AI for predictive threat analysis, streamline incident response, and enhance our managed security services. This moment is particularly exciting as we are positioning ourselves not just as a service provider but as a thought leader in cybersecurity strategy, risk management, and digital transformation for businesses across various sectors.”

2.  What are some of the key challenges organisations are facing that you can help them with? What problems are they asking you to solve?

“Organisations today are grappling with a rapidly changing threat landscape, and one of the most significant challenges is maintaining a strong cybersecurity posture amidst evolving threats. At Astley Digital, we address critical issues such as:

“Endpoint Security: Many organisations struggle with managing endpoint security across remote and hybrid workforces. We provide comprehensive solutions that restrict unauthorised software and applications, preventing potential breaches and maintaining data integrity.”

“Third-Party Risk Management: Ensuring third-party vendors maintain security standards is another pressing concern. We work closely with our clients to assess, monitor, and mitigate third-party risks to prevent supply chain attacks.”

“Incident Response and Recovery: Companies are seeking rapid and effective incident response strategies. We offer real-time monitoring, response planning, and post-incident analysis to minimise business disruptions.”

“Regulatory Compliance: Compliance is a growing concern, especially in highly regulated industries. Our team assists with implementing frameworks that align with industry standards, ensuring data protection and reducing legal risks.”

S&W 

Mark Hendry — Partner

1. Why is this an exciting time for your company?

“We are really fortunate to have reach and presence with clients across different sectors. We have professional service specialisms that respond to many of the trickiest and most important strategy and skill challenges that clients face; technology, cyber security, AI, data, and digital regulations to name a few. Not only is it a great time to be helping clients with those issues and helping them make their businesses more capable, effective, successful and resilient, from a selfish perspective it’s an incredible privilege for our people to be trusted by clients to help with these super interesting initiatives.”

2. What are some of the key challenges organisations are facing that you can help them with? What problems are they asking you to solve?

“We help clients with everything from assessing and improving their resilience positions, to complying with the intersections of a range of existing regulations, frameworks and standards, through to future gazing and thinking about what’s possible through challenging the status-quo.”

“Lately that has included a lot of work on things like AI readiness, development of use cases, working on AI explainability and the human element of potential resistance to the kinds of change that AI and other emerging tech are delivering.” 

“Of course an evergreen core of our work is digital resilience, including cyber security, so we do a lot on ensuring that new technology adoptions including those with AI sprinkled throughout them, are digitally and operationally resilient by design.” 

Deliveroo

Oliver Jenkins — IT Audit  Senior Manager

1. Why is this an exciting time for Deliveroo?

“We’re at a turning point where AI is no longer a side conversation—it’s embedded in the way Deliveroo operates. That shift brings real momentum and urgency to the work we do in securing AI adoption and protecting digital environments.”

2. What are some of the key challenges organisations are facing that you can help them with? What problems are they asking you to solve?

“The main concern is how to adopt AI without opening the door to unmanaged risk. Businesses know they can’t sit this one out, but they’re looking for help building the right guardrails to manage risk; especially with evolving regulation and the rise of AI-powered threats like deepfake vishing and advanced phishing.”

Bilfinger

Nnamdi Ozonma — Information Security Officer UK & Nordic Regions

1. What are you here at Visions to discuss with your peers in the cybersecurity and IT space? 

“The first panel I was part of was the Threat Detection & AI Panel Discussion. We were looking at establishing trust, mitigating risks, and safeguarding security in the age of AI. I focused on how to balance the benefits of AI with the challenges of building trust, managing risks, and ensuring security.”

“Then, I had a deep dive into looking at an age where individuals don’t verify, they just take information, no longer researching to see if the information is correct.”

“I always remain sceptical, whilst understanding the value of efficiency. AI is now embedded in so many tools, but now the main concern is the people within the organisation. Monitoring and education are essential. People will often try to find a shortcut and the easy way to go about things. Until training, governance and understanding is at a level where there can be trust, I suggest turning it off.”

Ripjar

Nick Cooper — Vice President, Information Security

1. These are challenging times for cybersecurity teams. How has 2025 been going for you and Ripjar? 

“Ripjar utilises new and emerging technology to solve customer problems in cyber threat investigations and anti-financial crime compliance. We’ve been able to help organisations achieve record results – identifying connections, anomalies and potential risks, while reducing false positives and increasing true positives – leading to best-in-class results in many industries. We’re excited to be sharing that technology, alongside further innovations, with other organisations as we expand our global coverage.”

“The advent of generative AI creates vast risks and opportunities. It also shifts perspectives on existing machine learning and artificial intelligence technologies. It has been exciting to see how the newest AI can be combined with non-generative AI and other technologies to create new solutions to the problems that keep our customers awake at night.”

2. What are some of the challenges organisations are facing that you can help them with? 

“Ripjar serves customers in several areas. Our anti-financial crime customers are trying to make sense of the ever-expanding business risks presented by their customers and counterparties in a tumultuous world. We’re able to help them in that journey, whether it’s responding to changing Russian or Middle East sanctions or aligning with the massive political changes that have impacted PEP (politically exposed persons) regimes all around the world.”

“Using foundational AI, we find broad risks in the media – which is often referred to as negative news or adverse media. That means reading through millions of daily news articles to identify risk signals which are important to those handling the world’s global payments or trading internationally. Agility is a key requirement for our customers, and machine learning and AI make it possible to make sense of huge quantities of structured and unstructured data quickly and accurately.”

“Our cyber customers are sophisticated threat investigators working in complex environments, including a number of MSSPs. They rely on our data fusion and investigations software to identify potential threats to their data and ultimately their businesses.”

Looking at the future

The shadows of GenAI, looming threats, and a shifting regulatory landscape loom over the global cybersecurity and IT communities, but the tone is also optimistic. While every leader we spoke to at Visions CIO + CISO acknowledged the threat posed by emerging technologies, many were also excited by the potential of GenAI tools to detect threats and help strengthen cybersecurity defenses.

Given how quickly the circumstances surrounding cybersecurity have changed in just a few short years, it’s almost impossible to predict where we’ll be by the end of the decade. However, the experts we spoke to at Visions are approaching the future with both eyes open — watchful for new risks, and determined to capitalise on new opportunities. 

The next Visions CIO + CISO Summit (Autumn, UK) is taking place at the Allianz Stadium in London on 13 – 15 October, 2025. Learn more and register to attend here.

  • Cybersecurity
  • Events
  • Host Perspectives

Meet, greet, and learn from fellow IT professionals at VISIONS CIO + CISO Leadership Summit on the 28th to the 30th of April 2025. At the Allianz Stadium in London, you’ll discover the newest solutions and strategies on the market, while making meaningful connections with your peers.

Over the course of the VISIONS event, attendees will have access to over 30 presentations and eight different sessions, as well as panels involving numerous expert speakers, and peer-to-peer roundtables.

Interface Magazine is thrilled to announce that our magazine is a media partner of VISIONS UK! For the CIO + CISO Leadership Summit, VISIONS is offering a VIP code for our readership. Secure your free pass here and use the code INTF-VIP for the full VIP experience!

Taking the challenge out of change

The pressure to modernise is at an all-time high, but the VISIONS CIO + CISO Leadership Summit provides a welcoming and informative atmosphere for you to learn about updating your systems, tackling cybersecurity threats, and building AI strategies.

The event is reserved for executives, and aims to support your professional and departmental goals across the board. The programme is tailored to enlighten, educate, and support CIOs and CISOs in their technology journeys.

Agenda

  • Eight sessions
  • 30+ presentations
  • 30+ speakers across panels, fireside chats and peer-to-peer roundtables

Alongside your free pass, use the VIP code INTF-VIP to also gain access to the following:

  • Complimentary accommodation for one night
  • On-site food and drinks provided
  • Multiple networking receptions with open bar
  • Travel reimbursement

Designed to address your challenges

This event aims to put an end to the usual wandering around the exhibition hall in order to find the information you want. During registration, you’ll have the chance to explain the current challenges you’re facing in business, and Visions will do the hard work in arranging meetings with a tailored set of solutions providers. You’ll be connected directly with the people who can help, in a bespoke, no-pressure environment.

Register today! Click here to book, and use our unique media partner code for VIP treatment: INTF-VIP

  • Event Newsroom

When Malta-based construction and property enterprise Vassallo Group embarked on a company-wide digital transformation, it looked to CIO Carlo Aquilina…

When Malta-based construction and property enterprise Vassallo Group embarked on a company-wide digital transformation, it looked to CIO Carlo Aquilina to build the entire infrastructure, operations and innovations at the group…

Walk through the streets of the beautiful island of Malta and you will not be able to escape the work of the Vassallo Group. Property, hospitality, education and healthcare, the Maltese construction and property company completely reshaped Malta following the devastation caused by the Second World War. Indeed, Vassallo Group embarked on a mission to ‘rebuild the nation’ to its former glory and beyond.

Building on its strengths, the Group carries a legacy that is over 70 years old, and over the years has diversified its operations that have brought about expansion and investment. Today, Vassallo Group, stands at the forefront of several different sectors in the local market that include property and construction, furniture and interiors, elderly and disability care, catering, hospitality, architecture and education. The Vassallo Group is a large, complex enterprise and represents a unique challenge to its IT function, which provides technological solutions and support to all of the companies and their users.

Vassallo Group talks to Interface Magazine

Carlo Aquilina was approached to take on the role of CIO at Vassallo in 2015, having spent a while building up an IT team at a manufacturing enterprise. “When I started in manufacturing, IT needed lots of work. We started from scratch. We built up the whole IT department and the whole team. When Vassallo approached me, they offered me that challenge again as they really lacked IT. It was a real challenge, but I built my team and we started on what needed to be done.”

Vassallo Group previously had a shareholding in an IT company and this sister company was providing IT, but the level of support was not sufficient for their local clients, thus Aquilina was asked to build the IT function that would serve the 1,900-plus employees and its extensive client base. “When I joined, I was tasked with the project: to start from scratch. I gave the board of directors a number of options. Should we go on premise, should we go with another hosting company, should we go hybrid, should we go cloud? The main ambition was very simple and I was given six months to come up with a solution where we gave our clients, our clients, meaning our users basically, a brand new environment with zero downtime. It was all firefighting in that first year.”

Vassallo went 100% cloud with Microsoft Azure, which Aquilina believed to be the best short-term, and long-term solution. “We’re a Maltese company. We’re not an IT focused company. IT is here to provide service to the business. Our business is not IT. We’re not a gaming company. All of our products are Microsoft, and so it was an obvious choice to move to Azure.” Vassallo agreed to go 100% to the cloud, having drawn a blank against the large capital expenditure associated with on-premise. “With cloud, you don’t invest in anything and everything is top of the range. Of course, it also helps to be paying operational costs and not capital costs. That was the way forward and then they (the board) embraced it. There was a number of partners who approached us to do this, to help us with this migration. I chose CyberSift, which was a start-up, actually.” An advantage to working with a start-up is that they’re not encumbered by a large kind backend and can move audaciously and quickly and this was certainly an appeal to Aquilina and his team. “I knew one of the technicians; a brilliant engineer and that helped. Plus, the price we were given was also from a start-up perspective.”

Vassallo Group. A Maltese institution

CyberSift viewed the chance to work with Vassallo with similar relish and the then start-up provided a specific engineer to be onsite with the IT team at Vassallo for the full duration of the migration. “Whatever I was asking, I was getting,” Aquilina explains. “‘Okay, we’ll do it for you, but you’ll have to promote us, after.’ Now I’m promoting them. So, we had engineers working for us and I didn’t need to grow my team. In fact, we’re a very small team.”

The key thing Aquilina and his team built in that crucial first year was ‘trust’. “I had the trust of the board of directors because every time they asked me something, I satisfied their request. So, there was trust. At the end of the day, it’s a family-owned company. Trust is very important.”

Aquilina and his team were given six months to deliver the project and took 2-3 three months to design and implement the infrastructure. The following three months, they contacted suppliers, before moving the software. “If it’s on premise or on cloud, there was remote access. It was teamwork, everyone pulling the same rope. Whenever one of the suppliers told us, ‘Listen, we’re not available this week. Let’s do it next week. We’ll slot in someone else. We’ll set meetings. We’ll explain what we are doing.’ All they needed to know is that we were moving from server A to server B. They did it for us because it was their software, their app, their solution.”

With any large-scale technological transformation there are challenges although Vassallo seemed to evade many of the pitfalls through great organisation. “I don’t think we had actually the biggest challenges because it was all planned out. We used to meet every day with the engineer who used to work for us and my team. It was a case of ‘What happened yesterday, what happened today, what is going to happen tomorrow and why? Are we on track? Yes. If not, why? What can we do?’ We worked late at night so that we could achieve it. It was all based on trust and teamwork. It was a case of open-heart surgery because the business wanted to work. The business kept on working even though we were doing open-heart surgery. We had that support from everyone. Everyone understood that this needed to be done. We had support from everyone, from all the partners, from Microsoft, everyone.”

Even though digital transformation involves technical infrastructure, software, servers and cloud, people are still integral to a successful outcome. “Yes, they are extremely important,” Aquilina explains. “There are the users, the customers and the IT team. We are a very small team and that really helped, because a huge team would require lots more organisation and more hand holding. It was me who was both sponsoring and managing the project. I had the lead engineer who was doing the actual work, remotely. They had an assistant administrator who was assisting. People are so important.”

Vassallo Group holds an annual internal awards and in 2016, the IT department was awarded ‘Best Customer Focused Department’ even though it had been, in Aquilina’s terms, firefighting. We were there constantly, anytime, any day of the week. The team and I were presented with this trophy, which proved my theory that the company had move to something much more stable.”

Now Vassallo Group is reaping the benefits of this transformation. “IT-wise, we are working on a business intelligence project. Now we have the infrastructure ready and a solid base or foundation, I want to give something back to the business. We implemented an ERP solution, which Finance, Logistics and Operations are using. I don’t want the directors to go into board meetings with huge amount of papers. I want them to go in with just a laptop. The data is live. We’ve already done that for one of the companies and it’s working. You can connect to the TV to project live data. That is business intelligence. We’re working on the other companies too. Now that they know what they can get, everybody’s bombarding us with requests. Of course, we’re taking our time and that is ongoing.”

From BI, Aquilina wants to harness the power of AI in board meetings. “I want to give them the facility to project live data, but I also want to give them the facility to change the data accordingly. They will see the results with AI.” Recruitment could be a big beneficiary of these initiatives too. “What if we employ 100 people? AI will work out the costs, work out the benefits of employing that many people. Then you can take an educated decision. ‘Should we employ 100 or 200? Let’s put in 200 more employees. What’s the cost?’ AI will work out the costs as well as the benefits. That’s all in progress. However, these are very sensitive tools that we need to use and if the tool gives you the wrong information, then you will make the wrong decision. I explained this to the board and they gave me the time needed to do it properly. We have to be very meticulous. They understood and told me, ‘Whenever you’re comfortable, we can start using.’ The CIO has to have 100% trust from the board of directors, because if there’s no trust, they keep on asking, ‘But why and how?’ That is the way forward.”

Providing technological infrastructure, new software and cyber security for such a large company means that Aquilina’s hands are certainly full. “We support about 1,900 employees and 500 users. I can afford to have a relatively small team because we have a solid base, and a solid infrastructure. I have a wonderful team. I recruited everyone from outside the business. I didn’t find anyone here, so they all respect me. We’re all friends at the end of the day, although I am their manager. We talk about anything and I help when needed. So, there’s trust from them and the senior management, which I believe is extremely important. It’s a wonderful place to work.”