Frank Di Palma
CIO
City of Vaughan
As Chief Information Officer, Frank Di Palma is leading the City’s digital transformation. He's not just overseeing change; he's actively shaping the organizational future by focusing on innovation, making operations more efficient, and ensuring technology always aligns with business goals. Frank has a proven track record of modernizing IT and driving significant, cross-departmental improvements. His leadership has been crucial in making smarter, data-driven decisions, strengthening cybersecurity, and promoting a culture where everyone is always looking for ways to improve.
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Give us a brief overview of the path that led to your current role.
When I was promoted to CIO at the City of Vaughan, I brought over a decade of internal IT leadership experience, which gave me a strong foundation and deep understanding of our organization. We had a healthy culture, strong governance frameworks, and a solid track record of delivering sustainable, client-focused solutions across more than 20 technology roadmaps.
That preparation proved critical when the pandemic hit. Thanks to our early investments in mobility, we transitioned to remote work quickly and effectively. Since then, the pace of digitization and now AI has only accelerated. To meet rising expectations, we’re evolving from a service-based to a capability-based delivery model, aligning more closely with how the organization works and innovates.
What is one of your guiding leadership principles?
One of my core leadership principles is cultivating a culture of trust and accountability. I believe that when people feel trusted and empowered, they bring their best selves to work. I strive to create an environment where expectations are clear, collaboration is encouraged, and individuals are supported in taking ownership of outcomes. This principle has guided how I lead transformation by aligning teams around shared goals, fostering open dialogue, and ensuring that our progress is both measurable and meaningful.
What is the greatest challenge CIOs face today, and how are you addressing it?
The greatest challenge CIOs face today is balancing the pace of technological change with organizational readiness. It’s not just about adopting new tools, it’s about ensuring they’re embraced, understood, and effectively used across the enterprise. At Vaughan, I’ve addressed this by streamlining our technology footprint, embedding digital literacy across departments, and building internal capabilities that allow us to extract real value from our tech investments.
But more fundamentally, I believe it all starts with culture. As the saying goes, culture eats strategy for breakfast, and I’ve seen that firsthand. Without strong values, a growth mindset, and consistent leadership messaging, it’s incredibly difficult to move to a higher operating model. That’s why I’ve focused on building trust, empowering my team, and leading with empathy. Once the culture is right, I run IT like a business using a balanced scorecard approach to manage strategy, operations, talent, and communications. That combination of cultural strength and disciplined execution is what builds momentum and momentum is everything.
What is the key to success for someone just starting out as a CIO?
For someone stepping into the CIO role for the first time, I believe the key to success lies in building strong relationships and deeply understanding the business. Technology alone doesn’t drive transformation – people do. That’s why I prioritize listening actively, aligning IT strategy with organizational priorities, and establishing governance that breaks down silos and fosters collaboration.
Equally important is treating IT as a business from day one. That means managing strategy, operations, talent, and communications with the same discipline and accountability expected of any high-performing function. When IT operates with that mindset, it earns credibility and becomes a true enabler of enterprise success.
How do you measure success as a leader?
I measure success as a leader by the strength and growth of the team I lead, the adoption and impact of our initiatives, and the trust I build across the organization. For me, success isn’t just about delivering projects on time or hitting KPIs. It’s about creating an environment where people feel empowered, where innovation is encouraged, and where technology becomes a true enabler of transformation.
I look at how well we’re aligning IT with business priorities, how effectively we’re collaborating across departments, and whether our work is driving measurable value for the organization. I also pay close attention to engagement. When employees are energized, connected, and proud of the work we do, that’s a strong indicator that we’re on the right path. Ultimately, success is when the organization moves forward with clarity, efficiency, and purpose.
What is the value of being a member of Gartner C-level Communities?
Being a member of Gartner C-level Communities offers a rare opportunity to engage with peers who are navigating similar challenges and leading transformation at scale. What I appreciate most is the community’s focus on relevance and action. Every session is curated with input from CIOs, for CIOs, which means the conversations are grounded in real-world experience. It’s not just about networking; it’s about learning from one another and building relationships that extend beyond the event. The connection is essential in a role where the pace of change is quick and the stakes are high.
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