Virtually every current C-level IT executive spent many years toiling as a tech staff member, eventually becoming a team leader, and finally arriving as a CIO or another C-level executive.
The journey to senior leadership isn’t a one-time activity, says Karla Eidem, North America managing director for the Project Management Institute, a non-profit project management professional organization. “It’s the culmination of not just your performance, but also of your visibility and relationships,” she observed in an online interview.
“It’s about what you deliver, but also how you engage across the organization and how others perceive your leadership,” Eidem says.
Gaining that Business-Leader Mindset
For any IT professional who aspires to become a CIO, the key is to start thinking like a business leader, not just a technologist, says Antony Marceles, a technology consultant and founder of software staffing firm Pumex. “This means taking every opportunity to understand the why behind the technology, how it impacts revenue, operations, and customer experience,” he explained in an email.
The most successful tech leaders aren’t necessarily great technical experts, but they possess the ability to translate tech speak into business strategy, Marceles says, adding that “Volunteering for cross-functional projects and asking to sit in on executive discussions can give you that perspective.”
Your personal brand also matters, Eidem says. Build a reputation for working with people outside of your department, with the goal of being top-of-mind when executive opportunities arise.
Leaders can elevate their presence by leading strategic, cross-functional projects, Eidem says. “These initiatives often put you in front of other departments, senior stakeholders, and decision-makers,” she says. “It’s not only about the project — it’s about demonstrating influence, adaptability, and the ability to drive outcomes that matter to the business.”
Build your understanding of business concepts, such as strategic decision-making, goal-setting, revenue streams, governance, and compliance, Archie Payne, president of IT recruiting firm CalTek Staffing, advises.
“Learn how to align tech initiatives with business objectives by translating them into terms like ROI, competitive advantage, cost reduction, and productivity improvement,” he says in an online interview. “Enrolling in an MBA program or an executive program focused on digital leadership or business strategy can both accelerate and validate your learning,” he said.
Mentors and Peers
CIOs rarely have solo success stories; they’re built up by the teams around them, Marceles says. “Colleagues can support a future CIO by giving honest feedback, nominating them for opportunities, and looping them into strategic conversations.”
Networking also plays a pivotal role in career advancement, not just for exposure, but for learning how other organizations approach IT leadership, he adds.
Don’t underestimate the power of having an executive sponsor, someone who can speak to your capabilities when you’re not there to speak for yourself, Eidem says. “The combination of delivering value and having someone champion that value — that’s what creates real upward momentum.”
Networking and Connections Count
“I’ve heard the phrase, ‘your network is your net worth,’ and I couldn’t agree more,” Eidem says. “Networking isn’t about collecting contacts or business cards. It’s about building genuine, trust-based relationships — the kind that expand your thinking, challenge your assumptions, and open doors you didn’t even know existed.”
One of the best ways to build connections is by joining a professional community, Eidem says. “When you surround yourself with people who share your values and your goals, you not only grow your skills — you grow your circle.”
A community can become a source of learning, mentorship, and even career opportunities. “When you show up consistently, contribute, and connect authentically, that’s when the real magic of networking starts to happen,” she adds.
Networking is necessary for serious career progress, Payne says. There’s no guarantee a CIO role will be available within your current company, and an active professional network can open the door to external executive opportunities.
“A strong network is a source of learning and knowledge in other ways as well, such as helping you stay current on industry trends and develop the skills and competencies most needed for executive leadership,” Payne says.
Building relationships outside of IT can also accelerate the shift from tech-thinking to business-thinking, Payne says. Partnering with leaders in marketing, finance, operations, and other areas strengthens your understanding of those functions and how technology can help these individuals achieve their goals.
A New Beginning
Moving into the C-suite requires a shift from technical execution to strategic leadership, Eidem says. “This means knowing how to inspire action, communicate clearly, navigate ambiguity, and work exceptionally well with people,” she explains. “Leadership at that level is less about having all the answers yourself and more about shaping the environment where others can succeed.”
The biggest mistake Marceles sees is ambitious IT professionals staying within their comfort zone.
“Being great at code or infrastructure won’t get you into the CIO seat if you can’t manage people, build consensus, or think long-term,” he says. “You need to be just as comfortable in a boardroom as you are in a dev environment.”
Marceles also stresses the importance of operating with curiosity and humility. “The moment you stop learning or begin thinking you’ve ‘arrived,’ you’re already falling behind.”