David Ivell is a recognized technology leader spanning financial services, media, education, and non-profit sectors. He began his career as a Systems Engineer with IBM, later transitioning into senior roles such as CIO at Credit Suisse Offshore, where he managed the integration of multiple banks and the launch of the Euro currency. A champion of innovation and strategic transformation, David has led technology-driven change at organizations like the British Film Institute and Kew Gardens. He currently serves as a Non-Executive Director at Team Teach and Storal and co-founded The Marlow Business School.
Recently, in an exclusive interview with Higher Education Digest, David shared his professional trajectory, insights on the most significant challenges faced by CTOs today, the secret mantra behind his success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi David. Please tell us about your background and areas of interest.
I began my career in technology with an apprenticeship at IBM, training to become a Systems Engineer. During my 15 years at IBM, I realized I was more of a Solutions Architect than a traditional engineer, as I loved finding creative solutions to business challenges and solving complex puzzles. This led me to a CIO role at Credit Suisse Offshore, where I managed the technology integration of five banks within the group and led the implementation of the Euro currency launch.
When my children were born, I felt a pull to step away from financial services and work with organisations with a more social purpose. This transition took me to the British Film Institute, where I helped transform the industry as movies shifted from film reels to digital streaming. I then moved to Royal Botanic Gardens’ Kew, where I combined my passion for technology and nature to digitize Kew’s rich botanical history, bringing the world of flora and sustainability to a wider audience. It was a unique role that saw me juggling technology and nature, and on one occasion, I found myself growled at by tigers while flying drones over rainforests in Sumatra.
From there, I joined The Prince’s Trust as there CIO, supporting disadvantaged young people, before taking on a Chief Innovation Officer role at Enginuity, where I pioneered a Minecraft game that allowed young people who struggled to display their talent through an academic route, to demonstrate their engineering skills through gameplay, often outperforming degree-level engineers.
For the past three years, I’ve worked with Team Teach, a training organization supporting educators and children with behavioral needs. It’s been incredibly rewarding, and I’m proud to now serve as a Non-Executive Director for Team Teach. In 2023, I co-founded The Marlow Business School, focusing on world-class technology leadership, and supporting rapidly growing business’ such as Storal, a Sunday Times 100 company. With both daughters now at university, I’m excited to continue these impactful roles and projects.
I have been named in the CIO 100 for 8 years
What do you love the most about your current role?
What I love most about my current role is the variety it offers every day. As a Non-Executive Director at Team Teach, I help steer the technology and strategic direction of a company that’s expanding its reach globally, which is incredibly rewarding. I’m also enjoying the journey of building Marlow Business School and watching it grow rapidly. It’s exciting to see technology professionals from all around the world embracing our curriculum.
One of my proudest achievements has been writing the curriculum for our programme, which turned into a book, The International CTO Programme. Both have outperformed our expectations and had a global impact. A particular highlight has been running the World Top 100 CIO/CTO awards, where I now get the privilege of interviewing and connecting with the top technologists on the planet. It’s inspiring to hear their stories and share in their successes.
What are the most significant challenges facing CTOs today, and how does the International CTO programme address them?
CIOs and CTOs today operate in an increasingly complex landscape, where aligning technology initiatives with overarching business goals is paramount. These leaders must ensure that every project and investment supports strategic objectives and delivers measurable value to stakeholders. One of the biggest challenges they face is bridging the gap between technology and business impact. The International CTO Programme addresses this by equipping participants with the skills needed to effectively turn technology investments into key drivers of business success. Courses in strategy, leadership, and innovation are designed to focus on real-world applications, helping leaders navigate the complexities of decision-making and strategic planning to generate tangible business outcomes.
Another significant challenge is managing the pace of technological change. The rapid emergence of new technologies—from artificial intelligence to blockchain—requires CTOs to stay ahead of the curve, identifying which innovations are worth pursuing. However, making these choices is not always straightforward. The programme integrates cutting-edge insights from current C-Suite professionals and industry pioneers, enabling participants to critically assess emerging trends and adopt a pragmatic, evidence-based approach to technology adoption. This approach empowers leaders to anticipate change, leverage technology for competitive advantage, and make informed investment decisions that align with both short-term and long-term business goals.
Driving innovation and implementing cultural change within an organization is another crucial, yet demanding responsibility for today’s CIOs and CTOs. Leaders must not only advocate for new ideas but also ensure that their teams are empowered to implement them effectively. The International CTO Programme offers practical frameworks and real-world case studies that help technology leaders inspire creativity, lead high-performance teams, and manage the complexities of digital transformation. By understanding how to nurture a culture of innovation, participants learn to develop strategies that foster resilience, agility, and a proactive mindset within their organizations.
One often overlooked challenge is the validation and recognition of existing skills and expertise for senior technology professionals. Despite extensive experience, much of the knowledge gained by these leaders can go unrecognized. Traditional recruiters and HR teams often lack the technical depth to fully understand the skills listed on a senior technology professional’s CV, making it difficult to accurately assess capabilities. This is particularly problematic for hiring managers who need to trust that the candidate possesses the skills to navigate complex technology ecosystems. The International CTO Programme is not just about imparting new knowledge; it’s also about validating and accrediting the extensive experience participants bring with them.
The programme’s structure includes a rigorous assessment of participants’ existing skills, drawing on a combination of coursework, real-world scenario analysis, and hands-on project work to ensure a thorough evaluation. This approach provides critical validation not just for the individual, but for employers as well. When hiring managers see the Marlow Business School accreditation on a CV, they can be confident that the skills listed have been rigorously assessed and authenticated. This reassurance is invaluable in a market where the complexities of technology leadership roles often extend beyond the understanding of traditional hiring processes.
The International CTO Programme ultimately empowers technology leaders to succeed in their roles by delivering the knowledge, validation, and recognition they need to excel. It bridges the gap between academic theory and the realities of leading complex technology initiatives. It provides assurance to hiring organizations, establishes a benchmark of excellence, and helps elevate the role of the modern CTO from a technology manager to a strategic business leader capable of shaping the future of their organization.
How does the International CTO programme prepare CTOs for leadership roles, and what leadership skills are emphasized?
The International CTO Programme is specifically designed to prepare Chief Technology Officers for senior leadership roles by focusing on the essential skills and strategic insights required to lead technology-driven initiatives within complex organizations. This programme goes beyond the technical expertise typically associated with the CTO role, emphasizing a broader set of leadership competencies that are critical for successfully navigating today’s business environment.
The programme teaches CTOs how to think beyond technology and align technical initiatives with overarching business goals. Participants learn how to evaluate technology investments from a business perspective, ensuring that every initiative drives measurable value. Strategic planning and execution are a core focus, helping CTOs identify opportunities where technology can become a competitive advantage. By mastering the art of business alignment, participants are equipped to influence senior management and board-level decisions, transitioning from a technical leader to a strategic business partner.
One of the greatest challenges for CTOs is leading digital transformation and change management. The International CTO Programme equips participants with practical frameworks and strategies for managing change within their organizations. This includes understanding how to communicate a vision for change, engage stakeholders, and manage resistance effectively. The programme helps CTOs develop a transformational leadership mindset, empowering them to inspire teams, lead organizational change, and build a culture that embraces innovation.
Effective leadership requires more than strategic insight—it demands the ability to build and lead high-performance teams. The programme places a strong emphasis on people management skills, including talent acquisition, team development, and motivation. CTOs are taught how to foster a positive team culture, cultivate leadership in others, and leverage diverse skills to drive team success. This focus on people leadership enables CTOs to build resilient, engaged teams that can deliver exceptional results even in challenging circumstances.
As a senior technology leader, the ability to articulate complex technical strategies in a clear and compelling manner is crucial. The International CTO Programme emphasizes effective communication and stakeholder management, teaching CTOs how to translate technical concepts into business language that resonates with non-technical stakeholders. This skill is essential for gaining buy-in from senior management, collaborating across departments, and demonstrating the value of technology initiatives to business leaders.
The programme fosters a mindset of continuous innovation and creative problem-solving. Participants learn how to lead innovation efforts, identify new market opportunities, and develop strategies to stay ahead of technological trends. The curriculum includes real-world case studies and interactive sessions with seasoned CTOs, offering insights into how to nurture a culture of innovation within their own organizations. This prepares CTOs to be proactive, forward-thinking leaders who can anticipate and capitalize on emerging trends.
By focusing on these core leadership skills, the International CTO Programme prepares technology professionals to step into broader leadership roles, providing them with the confidence and capabilities needed to lead not only technology teams but also contribute to the overall strategic direction of their organizations. The emphasis on real-world application, combined with expert mentorship, ensures that participants can immediately apply what they’ve learned to drive business success.
What technical competencies does the programme focus on, and how do you ensure participants stay up to date with emerging technologies?
The International CTO Programme is designed to provide Chief Technology Officers and senior technology professionals with a comprehensive set of technical competencies that are crucial for driving technology strategy and execution in dynamic business environments. The programme addresses both foundational and cutting-edge technical skills, ensuring participants are well-equipped to lead in an era of rapid digital transformation.
- Technology Strategy and Architecture
The programme places a strong emphasis on teaching participants how to design and implement scalable technology architectures that align with business strategy. This includes understanding cloud architecture, microservices, and data integration frameworks. Participants learn to assess the impact of technology choices on business operations and long-term scalability, ensuring that their organizations are prepared for future growth. - Digital Transformation and Innovation
Participants are exposed to methodologies and frameworks for leading digital transformation within their organizations. The curriculum covers how to leverage emerging technologies like artificial intelligence, machine learning, blockchain, and the Internet of Things (IoT) to drive innovation and operational efficiency. The focus is on how these technologies can be integrated into existing systems and processes to create new business opportunities and streamline operations. - Cybersecurity and Risk Management
With the rise of cyber threats, CTOs must have a solid understanding of cybersecurity principles and best practices. The programme covers key areas such as data privacy, threat modeling, and risk management frameworks. Participants learn to design secure systems, implement robust security policies, and create incident response plans that protect their organization’s assets and data. This focus on cybersecurity ensures that technology leaders are equipped to safeguard both digital and physical infrastructures. - Data Strategy and Analytics
Effective use of data is a core competency for any modern technology leader. The programme teaches participants how to develop and implement comprehensive data strategies that leverage analytics, business intelligence, and data science to drive decision-making. Key topics include data governance, data monetization, and leveraging big data for predictive insights. Participants gain hands-on experience in using data to solve business challenges, turning raw information into actionable intelligence. - Technology Operations and Performance Management
Managing technology operations and ensuring high availability and performance of critical systems is essential for any CTO. The programme covers advanced topics such as DevOps, automation, IT service management, and operational excellence. Participants learn best practices in optimizing technology workflows, managing IT resources, and ensuring system reliability and scalability.
Ensuring Participants Stay Up-to-Date:
To keep participants current with emerging technologies, the programme incorporates several strategies:
- Continuous Curriculum Updates
The curriculum is continually revised to reflect the latest technological advancements and industry trends. This ensures that the content remains relevant and aligned with the evolving landscape of technology leadership. - Guest Lectures and Industry Expert Sessions
Participants have access to sessions led by industry experts, seasoned CTOs, and pioneers in emerging technologies. These sessions offer deep dives into new trends and innovations, providing participants with firsthand insights into how cutting-edge technologies are being applied in various industries. - Real-World Case Studies and Projects
The programme includes real-world case studies and hands-on projects that require participants to analyze and apply emerging technologies in practical scenarios. This helps bridge the gap between theoretical understanding and real-world application. - Networking and Peer Learning
The International CTO Programme fosters a collaborative learning environment where participants engage in discussions and knowledge-sharing with peers from diverse industries. This network of like-minded professionals provides a platform to exchange insights and stay updated on emerging technologies and their practical implications. - Access to Ongoing Learning Resources
Even after completing the programme, participants receive access to updated learning materials, industry reports, and a global network of alumni. This lifelong learning approach ensures that graduates remain at the forefront of technology trends and continue to develop their skills long after completing the formal curriculum.
By focusing on these core technical competencies and providing continuous access to cutting-edge resources and industry expertise, the International CTO Programme ensures that participants are fully equipped to lead their organizations through complex technological landscapes and capitalize on new opportunities as they emerge.
You have been a recipient of numerous awards and recognitions over the years, recently being recognised as UK CIO 100 for 2024. Our readers would love to know the secret sauce behind your success.
I’m genuinely humbled to be recognized as a UK CIO 100 recipient for 2024, especially as it marks my eighth award across four different organizations. However, I believe that any success I’ve had really comes down to focusing on the impact technology can have, rather than the accolades. What the award often hides is that every achievement has been a team effort, driven by amazing people who have given incredible amounts of time, energy, and commitment to making these transformations happen. I’ve been fortunate to work alongside teams that truly care about making a difference.
For me, it’s not just about improving processes or systems, but about how innovation can fundamentally change the way organizations work and the value they deliver. Throughout my career, I’ve been driven by the idea that technology should create real, lasting impact—whether that’s enhancing customer experiences, streamlining operations, or unlocking entirely new opportunities. While continuous improvement is important, I sometimes think it’s used as a way to avoid taking the big, bold steps that are often necessary for real transformation. I’ve found that having the courage to re-imagine things from the ground up is where true innovation happens.
Whether it was leading the launch of the Euro currency at Credit Suisse or helping the British Film Institute shift from physical film to digital streaming, the goal was always to use technology in ways that go beyond incremental change. At Kew Gardens, for example, the challenge wasn’t just about digitizing botanical records, but using technology to make a deeper connection between people and nature.
For me, the real satisfaction comes from seeing how technology can make a difference—whether that’s empowering teachers at Team Teach to better support children with behavioral needs or helping young people at Enginuity realize their potential through innovative platforms. The recognition is nice, but the real reward has always been the positive impact on people’s lives and the organizations I’ve had the privilege to work with.
What is your favorite non-academic book and why?
My favorite non-academic book is I Bought a Zoo by Benjamin Mee. It’s an inspiring true story set in Dartmoor, England, which was later turned into a major film starring Matt Damon and Scarlett Johansson. What makes it stand out for me is the sheer courage and resilience of the author. Benjamin Mee goes through tremendous personal challenges, meeting and then losing his wife, only to take a leap of faith by purchasing the rundown Dartmoor Zoological Park, despite having no prior experience. His journey of transforming it into a success is captivating, but what really resonates is the idea of “20 seconds of courage.”
In the book, Mee talks about how sometimes all it takes is 20 seconds of insane bravery to make a life-changing decision. That’s what he relied on—whether it was getting through moments of grief, facing overwhelming financial difficulties, or navigating the unknown world of zoo management. It’s a powerful reminder that we don’t need to be brave all the time—just in those key moments when it matters most. That concept has stuck with me, as I think it’s true not just in the story of the zoo, but in every aspect of life and leadership. It’s about taking that deep breath and pushing forward, even when everything feels uncertain.
How do you wind down or rejuvenate after a long week or day?
I like to sit down with my wife with a nice glass of red wine and talk about our days, the challenges, the funny moments, the “you wouldn’t believe what happened today” moments. However I’m an early riser, partly because of an impatient Golden Retriever, but I like seeing the world wake up. I am worst at weekends, where instead of a lay in I don’t want to waste the day so I am up and out the door by just after 5. Whilst walking the dog I tend to remember the things I forgot to do yesterday! So I kind of wind down before the day starts, I enjoy the walks so rejuvenation starts at the beginning of each day.
Where do you see yourself in the next 5 years?
I am enjoying being a non-exec director and taking on strategic challenges so I hope to continue doing that, but I’m also looking forward to seeing Marlow Business School grow, and in the next 5 years if we can be giving some of the more traditional business schools a run for their money that would be pretty good.
Do you have any advice for aspiring professionals working in your industry?
Yes, it’s second hand advice though. When I was much younger I assumed that working really hard was the answer and you would be recognized and be promoted based on your efforts. It would be nice, but the world doesn’t work like that. You can’t sit back and wait for your efforts to be recognized or spotted, “you own your career, not the employer”. I was told this one day early in my career when I didn’t get the promotion I thought I had worked so hard for. You need to push for more experience, experience the field you want to move to, rather than just do well in your current job, you need mentorship, it doesn’t have to be some bigwig, it can be anyone who can be a “critical-friend” and lastly you need to be able to demonstrate your skills to someone who in our field likely doesn’t understand them, for that you need qualifications, or accreditation of existing skills. The accreditation of existing skills is something I am very passionate about. Most learning and education is being done on the job, not from a text book. I guess one last bit of advice is that increasingly in the technology space, employers are less interested in your current skill set, and more interested in how quickly you can learn the next skill set. The speed of technological advance means one of your top skills on your CV needs to show your speed of learning.