DXC CMO on AI, Brand Growth & Innovation

1.What role does marketing and communications leadership play in supporting your brand’s international visibility and competitive differentiation?

A brand is only as strong as the problems it solves for its clients.

That’s why everything we do at DXC focuses on innovating for our customers—solving the challenges they face today and preparing them for tomorrow.

In this context, marketing has moved beyond traditional branding and advertising to become a key lever for business growth, encompassing a broader range of strategies to engage with customers, build advocacy, manage experiences, and gather valuable insights to create authentic connections.

We shape global perceptions of our brand by strategically engaging audiences across diverse channels, ensuring our message resonates and builds trust.

By creating compelling content, telling impactful stories localized for different global markets, and using data to refine our strategy and make smarter decisions, we’re able to position our brand as an innovative leader and thought leader around the world.

At the same time, AI has completely changed the game and redefined what’s possible.

It has created efficiencies that give our marketing teams the freedom to focus on strategic priorities, rather than work in silos.

The technology has facilitated cross-functional collaboration among marketing, sales, product and strategy departments to improve business outcomes and drive revenue growth.

AI’s democratization — of both data and knowledge — has meant that teams of all sizes, budgets and skills have been able to put AI tools to work across the value chain and to increase creativity and experimentation across marketing departments and companies.

2.How is your organization supporting senior leaders in becoming recognized thought leaders in areas such as AI or digital transformation?

In today’s AI-driven landscape, authentic thought leadership is more important than ever.

We’re working side by side with the business to combine DXC’s strategic priorities with meaningful storytelling that engages audiences and builds trust, credibility and competitive differentiation in the market.

We take a deliberate, multi-channel approach that includes high-impact speaking opportunities at global conferences, industry forums and executive roundtables where our leaders can share insights on emerging technologies and enterprise transformation.

These platforms position DXC at the forefront of innovation.

Our marketing and communications teams also work in close partnership with leaders to develop compelling thought leadership content (from bylined articles and LinkedIn pieces to industry spotlights and strategic customer narratives) that reflect their vision and our broader innovation agenda.

Our focus is on industries where our experts understand the unique business processes and challenges companies face.

We share insights shaped by real client engagements, and we approach thought leadership as a collaborative effort— drawing on perspectives from partners, customers, industry and academia to enrich the conversation and create shared knowledge that moves the world forward.

3.As AI reshapes business landscapes, how are you translating technical capabilities into business impact narratives for customers and stakeholders?

We frame every conversation about AI around what matters most to our customers - their goals, pain points and opportunities - rather than solely on the technology itself.

AI becomes real when it’s grounded in purpose and focused on outcomes that truly move a business forward.

That’s why we bring it to life through real-world examples that matter to our customers.

Whether it’s reducing the processing time of insurance claims, automating hundreds of banking processes, predicting equipment failures before they happen, or providing insights that improve inventory forecasting, we demonstrate how AI delivers measurable outcomes that make a difference.

Many of our customers are benefiting by starting small with AI and then scaling up as they see results over time.

This theme is powerful because it meets customers where they are— acknowledging both the opportunities and uncertainties of AI adoption.

For example, Singapore General Hospital empowered doctors to make critical decisions on antibiotic use in 90% of the time; Equitable Holdings cut customer service response times by 80% with a GenAI chatbot built and deployed in just 30 days; and the Italian Ministry of Cultural Heritage used AI agents to sift through decades of bibliographic data, linking millions of digital materials from more than 6,500 libraries.

These examples illustrate our commitment to real, measurable impact—showing how AI drives meaningful progress across diverse fields.

We focus our narratives on stories of progress—not perfection—highlighting practical wins, lessons learned and the human impact behind the technology.

Our approach embeds AI seamlessly into our customers’ operations, making it a core part of their business strategy and go-to-market, not just an add-on.

4.What KPIs or performance indicators do you use to measure the impact of global marketing and communications efforts on brand equity and market perception?

Our focus is on client centricity, a practice grounded in data, driven by listening and placing the customer experience at the center of every business strategy and execution decision we make.

Our strategy starts with first-party signals: real-time feedback, advocacy indicators and the insights our customers share with us every day.

This intelligence is more than informative; it’s the golden thread that shapes how we design experiences, evolve our go-to-market approach, and continuously raise the bar on relevance and responsiveness.

By connecting insights across the full customer journey, we’re able to reinforce trust, deepen loyalty, and ensure our brand remains relevant in a world of constant change.

We’re also using analytics and real-time feedback to fine-tune what we say, how we say it, and where we show up.

Whether through digital channels, events, or executive engagement, we’re focused on being timely, credible and value-driven in every interaction.

And through our DXC Client Insight Exchange, a new white-glove program that we launched in February, we actively listen to our customers, gather direct feedback, and prioritize their unique needs at every turn.

We also collaborate closely with the CIO’s office to uncover more agile ways of aligning efforts—not only in demand generation, but throughout the entire funnel, all the way to conversion to drive business growth.

This is where tight collaboration between sales, the CIO’s office and other teams becomes crucial.

Our focus is always on the customer and the unique value we provide.

5.How do you ensure alignment between corporate messaging, innovation roadmaps, and public narratives communicated by executives and PR and marketing teams?

We ensure alignment by fostering close collaboration across teams, creating regular opportunities for knowledge sharing and maintaining a deep understanding of our business and our customers.

We do this by bringing together stakeholders from industry, offerings, marketing, communications and executive leadership to co-develop a unified narrative that reflects both where the business is today and its future direction, while staying grounded in feedback from customers, employees, partners and other key stakeholders.

This shared foundation helps us consistently articulate our value—from internal teams to the boardroom to the marketplace—with a clear focus on customer impact, innovation leadership and strategic differentiation.

DXC helps keep some of the biggest companies in the world innovating and growing, thanks to its strong global footprint and local expertise.

And I’ve witnessed the amazing drive and tenacity that keeps our consultants, experts and engineers focused on our clients’ desired outcomes.

To that end, we ground our storytelling—whether from executives, in press coverage, or through marketing and communications content—in real progress and outcomes.

We elevate real-world examples and measurable outcomes to show how our technology delivers value today, while signaling where it’s going next.

This is how we build trust, reinforce our position as an innovation partner, and ensure that we’re speaking with one voice, across every channel.

6.How is your marketing and communications strategy adapting to disruption in global technology markets, particularly around AI and enterprise transformation?

It feels like every day there’s a new AI breakthrough or use case that captures our imagination and sparks our creativity.

But this next wave of AI won’t come from quick fixes or isolated projects.

Instead, it will be driven by leaders and teams who are building on early successes and embedding AI deeply across their entire organization.

At DXC, we believe AI must be pervasive, not just used by leadership.

That’s why we’re building a culture where everyone is encouraged to use AI to do more meaningful, high-impact work.

For example, AI is rewriting the marketing playbook, with agentic AI automating workflows and freeing marketers to focus on strategy, customer connections and personalized experiences.

Building on this shift, my teams are embracing a hands-on approach to AI — experimenting with new tools and techniques that not only optimize click-throughs, but also to inspire better thinking, deeper human insight, and create more resonant storytelling.

And we’ve cut content creation and video production time by 30%.

This has enabled us to uncover faster, more effective ways to engage our audiences, transforming the function and sharpening our team’s strategic and creative edge.

A ‘learning by doing’ mindset sharpens our strategies in real time, helping us adapt quickly to market changes and deliver more personalized, impactful experiences.

But AI alone can’t drive growth — a human touch is essential to unlock its potential.

In lead generation, for example, AI now qualifies prospects so sellers can focus on relationships and marketers on strategic creativity—proving this isn’t about replacement, but about being better, bolder and faster.

The result: a new breed of super learners who embrace every opportunity to cultivate new skills, are nimble in the face of change, and are empowered to pivot into new areas of opportunity and push the limits of what AI makes possible.

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