Kathryn shares how Brightpoint operates at scale with a team of nearly 950 staff supporting families in areas like mental health, early education, and child welfare. While funding comes largely from state and federal partnerships, Kathryn emphasizes the importance of both public and private collaborators—including AWS, a key supporter of Brightpoint’s emerging AI solutions. As CIO, she’s leading efforts to break down data silos, automate administrative workflows, and prototype tools that improve service access for underserved families.

One of Brightpoint’s most ambitious projects is a multilingual AI chatbot designed to help parents navigate services like food, housing, and mental health in real time. Funded through an AWS Children’s Health Innovation award, the tool leverages organizational knowledge and GenAI to deliver timely support—24/7. Kathryn explains how the team is building it securely, exploring licensing possibilities for sustainability, and prototyping with Brightpoint’s doula program to ensure real-world value.

Kathryn also speaks candidly about her journey from intern to executive, crediting her career progression not to technical prowess, but to people skills, process awareness, and maintaining long-term relationships. She offers tactical advice for staying in touch professionally, embracing discomfort to grow, and leading with a give-first mindset—especially valuable for younger tech professionals navigating their early careers.

Fred Clayton shares the story of how his career started not in a university, but through military service. After joining the Army to see the world, he was thrust into a technical role that would eventually evolve into a two-decade journey through networking, systems administration, cyber operations, and leadership. He became one of the early architects of cybersecurity for the Army when U.S. Cyber Command was just forming, laying the groundwork for today’s cyber defense strategy.

After 25 years, Fred made the leap to the private sector, bypassing the typical post-military government route. He explains the fear and uncertainty of civilian transition, and how his leadership and technical chops earned him a fast-track into financial services, then healthcare, and now his current CISO role. Throughout, he emphasizes that success is built on critical thinking, structure, mentorship, and the ability to stay calm when it matters most.

Fred also delves into his current hiring philosophy. For newcomers, he encourages curiosity and humility—"be a sponge." For seasoned professionals, he offers autonomy but expects high standards. He also speaks passionately about mentoring veterans and supporting women in STEM, driven by his personal connections and commitment to service beyond the battlefield.

In This Episode

John Cahill opens up about what it takes to manage the technology behind a massive public pension fund and the immense responsibility of delivering secure and seamless services to members who depend on monthly benefits. He shares the unique challenges of overseeing systems that handle both sensitive financial data and legislative updates in a hybrid work environment. John's pragmatic approach to cybersecurity is rooted in teamwork, vigilance, and hiring staff who are not only technically sharp but also forward-thinking.

One of the most powerful segments of the conversation is John's candid story about his early leadership missteps. Coming into a CIO role with a forceful desire to fix things quickly backfired—and led to staff alienation. Through deep introspection and facilitated team feedback, John redefined his leadership style with humility, patience, and a stronger sense of emotional intelligence. This journey helped him earn his team’s trust and build a culture of open communication and collaboration.

The discussion also explores how KPERS is cautiously but optimistically exploring artificial intelligence. From developing policies around AI usage to planning automation for member services and call centers, John is committed to ensuring responsible governance. He emphasizes the importance of training, transparency, and understanding employee motivations—especially in government roles where financial compensation may not be the primary driver.