Spotlight on Santosh Adsul

I am the Head of Information Technology for TK Elevator Australia & New Zealand, based in Sydney, where I lead the organisation's technology function and digital transformation initiatives. With more than 25 years of international experience across Australia, Germany, China, India, and Singapore, I have been fortunate to work at the intersection of technology, business transformation, and leadership.

My career has spanned digital transformation, AI, automation, SAP, cybersecurity, and enterprise technology, including leadership roles with TK Elevator across ANZ, India, Bangladesh, and Germany, as well as Siemens China (Asia Pacific Role), Cognizant, and Atos. I am also an active member of the technology leadership communities and enjoy contributing to discussions around the future of technology, innovation, and business transformation.

Fun Fact: Over a career spanning multiple countries and continents, I've learned that while technology connects businesses, coffee connects people.

Learn more about the Sydney CIO community here.
 

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

Looking back, my career has been less about technology and more about learning how technology can help people and businesses perform at their best. From leading technical architecture across Siemens' Asia Pacific operations in China, to managing transformation programs across Germany, Austria, and Switzerland, and later serving as Head of IT for India and Bangladesh, each role taught me something different about leadership, change, and business impact.

Working across Australia, Germany, China, and India has given me a truly global perspective, but one common lesson stands out—successful transformation is ultimately about people, not technology. Today, as Head of IT for TK Elevator ANZ, that's the principle that guides how I lead, innovate, and build high-performing teams.
 

What is one of your guiding leadership principles?

My leadership philosophy is built on three principles: people first, business value always, and continuous learning. Throughout my career I've learned that successful transformation isn't driven by technology alone—it happens when great people are aligned behind a common purpose. My role as a technology leader is to simplify complexity, develop future leaders, and ensure every technology investment delivers meaningful outcomes for customers, employees, and the business.
 

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

I don't believe the biggest challenge for today is technology. Technology is evolving faster than ever. The real challenge is helping organisations change at the same pace. Whether it's AI, automation, cybersecurity, or digital transformation, success depends on people understanding the value, embracing the change, and trusting the journey. My role is to bridge that gap—connecting business strategy, technology innovation, and people to create outcomes that matter.
 

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

If I could give one piece of advice to someone starting in an IT leadership role, it would be this: spend time with the business, not just the technology.
 

How do you measure success as a leader?

For me, success isn't measured by the number of projects delivered or systems implemented. It's measured by whether we've made a meaningful difference—to the business, to our customers, and most importantly, to our people. If a team member grows into a leader, if a business challenge becomes an opportunity through technology, or if we've built capabilities that outlast any individual, then I consider that success. At the end of the day, technology is what we do, but people are why we do it.
 

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

The real value of the Gartner C-level Community is not just the content—it's the conversations. It brings together leaders from diverse industries who are tackling similar challenges around growth, innovation, AI, cybersecurity, and organisational change.

Every engagement provides an opportunity to learn, challenge assumptions, and gain perspectives that help me become a better leader. Perhaps most importantly, it reinforces something I've learned throughout my career: while technology continues to evolve, leadership is still fundamentally about people, relationships, and shared experiences.

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