Rebecca Fox is group chief information officer at cybersecurity consulting firm NCC Group. Responsible for technology and application strategy and delivery, she has over 15 years of experience leading technology functions, sales, and commercial teams. During her career, Fox has led digital transformations, system implementations, organization design, and complex and diverse technical and development teams on a global scale. Fox has a technical development background, yet her experiences include large-scale project/program/portfolio management, data management and strategy, and service operations. In an online interview, Fox relates her experience trying to successfully assemble a high-stakes puzzle that was critical to her enterprise’s long-term success. She notes that the project, while immensely challenging, would ultimately benefit both the organization as well as her personal expertise and confidence. What’s the biggest challenge you ever faced during your tenure? A post-M&A integration — specifically, trying to consolidate CRM platforms across multiple businesses with different cultures, processes, and emotional states. I was tasked with delivering one system, fast. On paper, it looked like a straightforward strategic priority. In reality, it pushed me and my leadership to the edge. Related:How Today’s CIOs are Upskilling What caused the problem? I tried to move faster than the business could absorb. I had the solution, I had the plan, but I hadn’t built enough of the runway. I underestimated the emotional impact of M&A and overestimated the readiness for change. I hadn’t done the people work first. It’s like giving a child bitter medicine — it may be the right thing, but if you don’t wrap it in understanding, empathy, and communication, they’re going to spit it out. How did you resolve the problem? I had to hit pause and reframe the whole project. I focused on outcomes, not process. I also became a lot clearer on the outcome and why. But above all I prioritized relationships, because without trust, there’s no traction. What would have happened if the problem wasn’t swiftly resolved? We would have launched a platform no one used. Worse, I would have burned out the team, damaged relationships, and lost momentum at a time when unity was non-negotiable. Change would have stalled, and cynicism would have grown. How long did it take to resolve the problem? The platform landed within months and was received better because of the tension and disagreement that forced us to get aligned. But the leadership lessons? That evolution has taken a career. That M&A moment was just one chapter — a pivotal one — but part of a much longer journey in learning how to lead through people, not just through plans. Related:Why IT Leaders Must Prioritize Leading Over Contributing to Projects Who supported you during this challenge? My team, even when I didn’t get it right the first time, and a few brave peers who gave me the kind of feedback that stings in the moment but sticks because it’s true. Did anyone let you down? Yes — me. I let myself down by pushing too hard, too fast. I let my team down by not giving them the space to speak up sooner. I’ve had to own that, grow from it, and lead differently since. What advice do you have for other leaders who may face a similar challenge? Build the relationships before you need them. The role of CIO today isn’t just about technology, it’s about influence, resilience, and focus. You are the negotiator, the connector, the cheerleader, and you must anchor everything to the big three: grow revenue, increase margins, and reduce risk. That clarity makes it easier for everyone to understand the ‘why’ behind the ‘what.’ Is there anything else you would like to add? It took me too long to realize that relentless focus on the customer is what cuts through the noise. We’re not here to launch platforms. We’re here to make the business better, and that starts by aligning every decision to the outcomes that matter. Progress is messy, tension is necessary, and leadership is about showing up — especially when it’s hard. Related:How to Handle a Runaway IT Development Team source
