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Leadership Deep Dive with Esmeralda Waterreus - CIO at Pharming & former VP, Global Head of Enterprise Portfolio Group at Philips
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Poland Apr 23, 2026 Invitation Only Physical Polish
W wielu organizacjach DevOps działa dziś w dwóch modelach: nowe usługi powstają szybko w kontenerach, a systemy krytyczne nadal funkcjonują na VM, z innymi narzędziami, procesami i tempem zmian. Efekt to rosnąca złożoność, powielanie pracy i coraz większe napięcie między zespołami. Podczas spotkania CIONET Executive Roundtable przygotowanego wraz z Red Hat i Cloudware sprawdzimy, jak ujednolicić te światy w jednym modelu operacyjnym, bez przepisywania aplikacji i bez ryzyka dla stabilności środowiska. Piotr Krzak, CTO Alior Bank, pokaże, jak takie rozwiązanie działa w praktyce i co oznacza dla zespołów, tempa delivery i kosztów operacyjnych. Wątki do dyskusji: gdzie dziś powstaje największe tarcie między VM i kontenerami i ile ono kosztuje, jak ujednolicenie platformy wpływa na kulturę DevOps i sposób pracy zespołów, czy jeden standard realnie przyspiesza delivery, czy tylko porządkuje chaos, gdzie pojawiają się konkretne oszczędności operacyjne – i co je faktycznie generuje, kiedy modernizować aplikacje, a kiedy zmieniać tylko sposób ich uruchamiania.
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Belgium Apr 23, 2026 Country Members Physical & Virtual english
AI is no longer confined to supporting human tasks. We are entering the agentic era, where autonomous systems act on behalf of people and organisations. These agents can gather information, make decisions, negotiate terms, and even complete transactions. The implications extend well beyond technology; they touch the very foundations of business models, governance, and leadership. For CIOs and their peers, the rise of “machine customers” and autonomous partners poses new questions: Market impact: How do you compete and create value when some customers and suppliers are machines? Governance: What trust, compliance, and accountability structures are needed when AI acts independently in financial, procurement, or customer-facing processes? Leadership: How should CIOs guide their organisations in redefining roles, responsibilities, and decision-making when agents take over parts of the value chain?Business strategy: What opportunities emerge for new revenue models, platforms, and ecosystems shaped by autonomous interaction? This session shifts the focus from the mechanics of AI agents to the decisions that will shape leadership in the next decade. It is a call for CIOs to prepare for a future where relationships, markets, and strategies are no longer limited to human-to-human interactions, but also extend to human-to-machine and machine-to-machine interactions.
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International Apr 23, 2026 All Members Physical & Virtual english
AI is no longer confined to supporting human tasks. We are entering the agentic era, where autonomous systems act on behalf of people and organisations. These agents can gather information, make decisions, negotiate terms, and even complete transactions. The implications extend well beyond technology; they touch the very foundations of business models, governance, and leadership. For CIOs and their peers, the rise of “machine customers” and autonomous partners poses new questions: Market impact: How do you compete and create value when some customers and suppliers are machines? Governance: What trust, compliance, and accountability structures are needed when AI acts independently in financial, procurement, or customer-facing processes? Leadership: How should CIOs guide their organisations in redefining roles, responsibilities, and decision-making when agents take over parts of the value chain?Business strategy: What opportunities emerge for new revenue models, platforms, and ecosystems shaped by autonomous interaction? This session shifts the focus from the mechanics of AI agents to the decisions that will shape leadership in the next decade. It is a call for CIOs to prepare for a future where relationships, markets, and strategies are no longer limited to human-to-human interactions, but also extend to human-to-machine and machine-to-machine interactions.
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Netherlands Apr 23, 2026 All Members Physical english
AI is no longer confined to supporting human tasks. We are entering the agentic era, where autonomous systems act on behalf of people and organisations. These agents can gather information, make decisions, negotiate terms, and even complete transactions. The implications extend well beyond technology; they touch the very foundations of business models, governance, and leadership.
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Poland Apr 23, 2026 Country Members Physical Polish
Sztuczna inteligencja nie ogranicza się już wyłącznie do wspierania zadań wykonywanych przez ludzi. Wkraczamy w erę agentów, w której autonomiczne systemy działają w imieniu ludzi i organizacji. Agenci mogą gromadzić informacje, podejmować decyzje, negocjować warunki, a nawet finalizować transakcje. Konsekwencje wykraczają daleko poza technologię, dotykają samych podstaw modeli biznesowych, zarządzania i przywództwa. Podczas międzynarodowego spotkania CIOFEST poruszymy kwestię jak zachować konkurencyjność i tworzyć realną wartość dla odbiorców, jeśli część z nich to maszyny? Dodatkowo, w polskim spotkaniu uzupełnimy temat o kompetencje niezbędne w świecie AI. Jakie umiejętności powinien posiadać leader oraz jakie kwalifikacje powinien tworzyć w zespole? Jak zaprojektować strategię reskillingu, która wspiera transformację na wszystkich szczeblach organizacji?
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Italy Apr 23, 2026 Country Members Physical italian
L’era dell’AI autonoma è arrivata. Questo CIOFEST è dedicato al lato umano della rivoluzione agentica. Esploreremo come il tuo ruolo di Digital Leader debba evolvere - dal gestire persone, all’orchestrare una forza lavoro ibrida, composta da esseri umani e agenti autonomi. Scoprirai come instaurare un rapporto di fiducia con gli algoritmi e dare potere al tuo team per una collaborazione in tempo reale con l’AI.
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Leadership Deep Dive with Esmeralda Waterreus - CIO at Pharming & former VP, Global Head of Enterprise Portfolio Group at Philips
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Leadership Deep Dive with Felipe Peñacoba Martinez - CEO of PagoNxt Payments Hub
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Leadership Deep Dive with Michał Paprocki, Group CIO at Euroclear
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Leadership Deep Dive with Vanessa Escrivá - Group Chief Technology and Data Officer at Mapfre
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Simone Rizzo - CISO at CCR Commercial Refrigeration - Rebuilding Security: Simple, Clean, and Independent
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Krzysztof Słotwiński - CSO at BNP Paribas Bank Polska - Navigating Cybersecurity in Banking
In today’s increasingly digital and interconnected world, cyber security has become a critical business imperative. Organisations face a growing array of cyber threats that can disrupt operations, damage reputations, and result in significant financial losses. As cyber risk continues to evolve in complexity and scale, effectively communicating the business value of cyber security to executive leadership is essential—especially in an environment of challenging budgets and competing priorities. The purpose of this study was to assess how cyber security leadership is articulating the business value of cyber security to senior decision-makers. Through interviews with a diverse group of organisations, the report explores how cyber risk is assessed, how budgets are allocated, and how cyber maturity is developed and communicated within the business context. It also examines the emerging impact of artificial intelligence on cyber risk and investment decisions. By analysing current practices and future expectations, this report provides a comprehensive overview of how cyber security leaders are navigating the complexities of demonstrating value, securing resources, and advancing capabilities. The findings highlight the need for pragmatic, flexible approaches that balance ambition with feasibility, enabling organisations to build resilience and protect business value in an increasingly complex cyber landscape.
On 18 November 2025, the Telenet Business Leadership Circle, organised and moderated by CIONET and Hendrik Deckers at the invitation of Telenet Business, took an in-depth look at the challenges and opportunities presented by the transformation of IT operating models.
This is not a neutral investment note, nor is it an exercise in short-term market forecasting. It is a personal reflection, shaped by more than five decades spent living through successive waves of technological optimism, excess, disappointment, and renewal – from the early digital era of the seventies and eighties, through dot-com euphoria of the nineties, to today’s AI-fuelled moment
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