Earl Newsome

As CIO at Cummins, leading a global IT organization with 5,000+ team members, I bring something boards increasingly need: an operator who's been in the chair when digital transformation gets complicated. Enterprise technology is high-stakes work. Cloud migrations stall. Integrations surface surprises. Cybersecurity threats don't wait for quarterly meetings. Boards benefit from having someone in the room who's navigated these realities firsthand. At Cummins, I've led a full IT renovation: cloud migration, process automation, modernized infrastructure. The result is millions in savings while improving how we serve customers. At TE Connectivity, I built a smart cabinet prototype that increased energy efficiency 30% and used analytics to identify $10M in churn reduction. At Linde, I co-led the IT integration for a $28B merger of equals. The pattern is consistent: inherit complexity, build clarity, deliver outcomes. I call this 360-degree leadership: strategic enough to know which hill to take, tactical enough to take it safely, and technical enough to roll up my sleeves when it matters. It's a mindset I learned as an Army officer after West Point, and it's shaped how I've built teams across Estée Lauder, Deloitte, and four decades in enterprise technology. I serve on the board of First Independence Bank and co-chair TechPACT. Previous boards include Beacon (sold 2024), Atmus, and Navisite. I hold NACD certification and am actively seeking my next board opportunity in digital transformation, cybersecurity governance, or enterprise technology strategy. If your board needs an operator's perspective, let's talk.