Spotlight on Kurt Brissett

I am the Chief Digital and Information Officer at Built, where I lead technology, digital, data, AI and cyber strategy across one of Australia’s leading construction and development companies. My career has spanned the military, consulting, infrastructure, transport and construction, with a focus on using technology to solve complex real-world problems.

Before joining Built, I held senior technology leadership roles at Transport for NSW, including Chief Technology and Innovation Officer. Fun fact: my career has genuinely taken me from the battlefield to the boardroom, and many of the leadership lessons I rely on today were shaped during 15 years of service in the Australian Army.

Learn more about the Sydney CIO community here.
 

Give us a brief overview of the path that led to your current role.

My path to my current role has been shaped by leading technology and transformation in complex, high-pressure environments. I started my career in the Australian Army, serving for 15 years in the Royal Australian Signals Corps and deploying on multiple overseas operations.

I then moved into consulting and enterprise technology leadership roles across Deloitte, Leighton Contractors and Lendlease, before spending nearly a decade at Transport for NSW, where I led major digital, customer and technology programs. I joined Built as Chief Digital and Information Officer to help shape the next phase of digital transformation in construction, with a focus on data, AI, cyber resilience, digital engineering and practical innovation that improves how projects are delivered.
 

What is one of your guiding leadership principles?

One of my guiding leadership principles is to seek clarity in chaos. In complex environments, people need clear intent, clear priorities and the freedom to act within that intent. I try to create the conditions where teams understand the outcome, feel trusted to make decisions, and know that leadership is there to support them rather than control every step. That principle has served me well across the military, government, transport and construction, where the plan rarely survives unchanged and the quality of the team’s judgement matters most.
 

What is the greatest challenge CIOs face today, and how are you addressing it?

The greatest challenge for a Chief Digital and Information Officer today is balancing speed, security and value in an environment where technology is changing faster than most organisations can absorb. AI, automation, cyber risk and data governance are all moving at once, and the challenge is not simply adopting new technology. It is making sure the organisation has the foundations, governance, skills and confidence to use it safely and productively.

At Built, I am addressing this by focusing on a clear digital strategy, strong governance, cyber resilience, data foundations and practical AI adoption. Our approach is to be digital first, data led and human centric. That means simplifying platforms, investing in better data, improving cyber maturity, and building capability across the business so technology becomes part of how people deliver better outcomes, not another layer of complexity.
 

What is the key to success for someone just starting out as a CIO?

The key to success is to spend less time trying to be the smartest technologist in the room and more time becoming a trusted business leader. A C-level technology role is ultimately about creating business value, managing risk, influencing change and building capability in others. You need to understand the strategy, the operating model, the customer, the frontline experience and the commercial realities before you can make good technology decisions.

My advice would be to listen deeply, build trust early, simplify the agenda, and connect every digital initiative to a clear business outcome. The best technology leaders are translators. They can move comfortably between the boardroom, the project site, the engineering team and the vendor ecosystem, and make the complex feel clear and actionable.
 

How do you measure success as a leader?

I measure success by the outcomes my team enables, the capability we build, and the confidence we create across the organisation. Strong leadership should result in better decisions, clearer priorities, more resilient systems, safer operations, stronger digital adoption and a team that is growing in capability and confidence. Success is not just whether a platform goes live or a program is delivered. It is whether the business is measurably better because of it.

I also measure success by the quality of the team environment. Are people clear on the mission? Are they learning? Are they trusted? Are they proud of the work? If the team is delivering meaningful outcomes and becoming stronger along the way, that is a good measure of leadership impact.
 

What is the value of being a member of Gartner C-level Communities?

The value of being part of Gartner C-level Communities is the opportunity to learn with and from peers who are facing many of the same challenges in real time. C-level roles can be complex and, at times, isolating, so having access to a trusted community of leaders is incredibly valuable. It creates space for practical conversations about strategy, technology, cyber, AI, talent, operating models and leadership.

For me, the greatest value is the peer exchange. It is not just about hearing from analysts or attending events. It is about testing ideas, sharing lessons, learning from different industries and contributing to a community that helps leaders make better decisions for their organisations.

Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.