Prabin Kanel
Chief Information and Digital Officer
Beacon Communities
As the Chief Information Officer at Beacon Communities LLC, Prabin Kanel oversees Beacon’s technology and information systems platforms, focusing on innovation, digital transformation, data governance, cybersecurity, and telecommunications. He received both his BS in Computer Information Systems and his MS in Management Information Systems from the University of Nebraska. Prabin resides in Medford, MA with his wife and son.
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Give us a brief overview of the path that led to your current role.
Before joining Beacon Communities, I was an independent consultant to a digital biotech company and devised high-level strategies for digital transformation, information security, and digital product development to enhance a biotech client's digital landscape. Prior to being self-employed, I worked as Chief Technology Officer at the Framework Homeownership to create digital homeownership educational products, a homebuying tool which empowered first-time and first-generation homeowners’ smart decision-making. As an executive leader, I helped the organization grow by triple digits over two consecutive years. I have more than 20 years’ experience working in various industries, which include environmental, travel and tourism, real estate, education, and non-profit.
What is one of your guiding leadership principles?
Empowerment is a fundamental principle of my leadership style because it fosters growth. When leaders provide team members with the necessary resources, encouragement, and support, individuals can build confidence and develop their skills. This development, in turn, strengthens relationships and establishes a foundation of mutual respect and success.
What is the greatest challenge CIOs face today, and how are you addressing it?
In the next 1–2 years, the role of the CIO will increasingly shift toward strategic leadership. CIOs will not only oversee IT operations but also serve as key enablers of innovation and resilience, guiding organizations through technological disruptions as we have seen a tremendous growth in adoption of rapid digital transformation, the rise of artificial intelligence (AI), automation, and cybersecurity threats. As we see larger adoption of AI, automation, and data analytics, which are central to business efficiency and decision-making, CIOs must ensure their ethical and scalable deployment, a crucial responsibility in driving growth while maintaining ethical standards. At the same time, they must strengthen cybersecurity frameworks to protect digital assets. As digital acceleration continues, the CIO’s role will evolve into a critical bridge between technology and business strategy.
What is the key to success for someone just starting out as a CIO?
During the first 60 to 90 days, the new CIO should meet with organizational leaders, including executives, department heads, frontline staff, and IT team members. This exercise aims to understand pain points, business goals, strengths, and cultural dynamics. If more details are needed still, follow up with more conversation. Focus on People and Processes, not technology. Technology is only part of the equation. Understand workflows, communication patterns, and organizational bottlenecks.
The goal of the listening tour is not just to understand the organization, but to establish yourself as a strategic partner, not just a technologist. This is a key step in your journey as a new CIO. By demonstrating that you are about business outcomes, not just systems, you will instill confidence in your abilities. At the same time, one should look for champions across the organization who would like to partner with you on digital transformation with solid change management processes. These allies will be critical in driving adoption and cultural change.
As a new CIO, it's crucial to understand that your role extends beyond IT. I, for instance, came to Beacon from a different industry and needed time to understand the business. However, I think it is true that every new CIO should spend some time understanding the business, not just IT. One needs to understand finance, operations, marketing, customer experience, and employee experience. The more you understand business drivers and outcomes, the more valuable your technology leadership becomes. This understanding will not only make you more knowledgeable but also more prepared for the challenges ahead.
Lastly, one should not rush into developing a premature strategy. As a new CIO, you may be tempted to prove yourself by creating a plan quickly and early on. However, without a thoughtful approach, you can miss the nuance of business priorities. Instead, I encourage you to co-create a roadmap with stakeholders using insights from your listening tour. This collaborative approach will not only ensure that the strategy aligns tightly with business objectives but also make your team feel more included and valued.
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