01
Leadership review
Reina Ito
Chief Information Officer · Japan · Global perspective
Connecting technology investment to enterprise outcomes.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
Highlights
The year, and the years before it, at a glance.
62%
Applications retired
Simplified estate in three years
99.98%
Core platform availability
Through a full modernisation
₹740 Cr
Run-cost released
Reinvested in digital products
14
Countries on one ERP
From nine legacy systems
A letter from the chief information officer
Dear reader,
Enterprise technology must support change while keeping essential work dependable. I begin with business capabilities, make dependencies visible and agree ownership of the transition with operating leaders. Resilience and adoption belong in the investment case from the start.
I connect enterprise technology decisions with the way an organisation serves customers, manages risk and gets work done. My experience spans systems modernisation, information governance and the development of technology operating models that business leaders can understand and support.
Reina Ito
Chief Information Officer
Strategic priorities
Where I focus my leadership.
02
Cyber resilience
03
Enterprise architecture
04
Data governance
Performance
What the priorities delivered.
Priority outcome 01
Enterprise modernisation
A fragmented application estate was making business change harder to coordinate. I established an enterprise roadmap grounded in business capabilities, mapped critical dependencies and agreed a staged transition with the operating teams. The work gave sponsors a clear view of what each phase enabled and prevented local projects from creating new enterprise constraints.
Priority outcome 02
Resilience programme
Resilience had been discussed as a technical topic detached from business continuity. We mapped critical services to their technology dependencies, clarified recovery responsibilities and rehearsed decision-making across teams. The programme made ownership visible and turned resilience into an operating conversation involving the people who would make decisions during disruption.
Priority outcome 03
Data transformation
Different business units used the same terms for different measures. I convened business owners and technology leaders to establish shared definitions, ownership and practical controls around important data. We began with specific decisions that needed better information, allowing the value of governance to be demonstrated through everyday use.
Year in review
A career, chapter by chapter.
- 2020 — Present
Chief Information Officer
Aldermoor Group
Accountable for enterprise technology strategy, information governance and service resilience. Partnering with business leaders on modernisation priorities, transition risk and the operating model for technology services.
- 2016 — 2020
Vice President, Enterprise Technology
Fairhaven Holdings
Led enterprise systems and technology delivery teams through application change and service integration. Developed an approach that connects architecture decisions with business ownership and practical adoption.
- 2011 — 2016
Head of Enterprise Architecture
Meridian Consolidated
Designed the target architecture that let the group consolidate acquisitions in months rather than years.
- 2006 — 2011
Programme Director, Core Systems
Westmoor Housing Finance
Delivered a core-banking replacement with zero customer-facing outages, and learned how to sequence risk.
Governance
Board and committee service.
Current appointments
Westmoor Housing Finance
Independent Director
IT Strategy (Chair) · Risk
2022 — Present
The Digital Public Goods Council
Advisory Board Member
Cyber Resilience Working Group
2020 — Present
Committee experience
- IT Strategy
- Risk
- Cyber Resilience Working Group
Stakeholder voices
What those I have served alongside say.
Made technology a boardroom conversation about outcomes, not acronyms.
Modernised the core while the business kept running at full speed. A rare combination of courage and care.
Outlook
Perspectives on what comes next.
Modernisation begins with a business capability
An application replacement is easier to describe than the business change it is meant to enable.
Read the essayResilience is a cross-functional rehearsal
A recovery plan is incomplete if the people who must make decisions have never worked through it together.
Read the essayTechnology adoption has an operating owner
A system can be available without becoming the organisation's way of working.
Read the essayRecognition
Awards & honours
- CIO 100The Technology Leaders Review2024
- Digital Transformation of the YearThe Enterprise Technology Awards2022
Media
In the news
The Technology Leaders Review · 2025
“Retiring 600 applications without breaking the business”
The Boardroom Review · 2024
“What boards should ask about cyber resilience”
The Leadership Ledger podcast · 2023
“Episode 98 — Technology debt is a strategy decision”
An invitation
Looking ahead with Reina.
Board appointments, advisory mandates and conversations about the decisions ahead.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
office@reinaito.example