Leading with Vision: Eric's Journey to CIO of Kellanova and Building Winning Tech Teams [Speaker Spotlight]

We're excited to feature an engaging interview with Eric Firer, the Chief Information Officer of Kellanova, North America. With a rich background in the technology sector spanning various industries, Eric's journey is a testament to his deep-rooted passion and innovative leadership in the field. From his early days influenced by his father's career in technology to his strategic roles at companies like Deloitte, J.Crew, and Estee Lauder, Eric has consistently driven technological transformation.

At Kellanova, he leads the technological strategy for North America with iconic brands such as Pringles, Cheez-Its, and Eggo. The interview offers a glimpse into the innovative practices and technological advancements that have marked Eric's career, highlighting the significant impact of data analytics and cloud computing in enhancing customer experience and operational efficiency.

Could you start by giving us a brief overview of your journey in the technology sector & the responsibilities that you currently hold at Kellanova?

My interest in technology was sparked at a young age, influenced by my father who was a CIO during his career.

This curiosity led me to pursue a career in technology, beginning with a formative role at Deloitte post-college. There, I spent six years focusing on risk management and IT business processes.

I then joined J.Crew, where I spent over eight years in various roles, notably building an information security function and contributing to project management.

This experience taught me the importance of people in technology, a principle that has guided my career ever since. My journey continued at Estee Lauder Companies, where I engaged in diverse roles over six years, enhancing our retail, omnichannel strategies, vendor management, portfolio management, and leading R&D IT.

This led to my role as Regional CIO for Bacardi in North America, Latin America, and the Caribbean, where I joined during a period of significant growth, emphasizing the role of technology as a business driver.

Currently, I serve as the North America CIO for  Kellanova, a company born from Kellogg's strategic decision to split into two entities. Kellanova, a $12 billion enterprise, focuses on global snacking, international cereals, and frozen foods, while WK Kellogg Co. handles the $3 billion North American cereal business. I've had the privilege of leading the team managing this split and overseeing iconic brands like Pringles, Cheez-Its, Rice Krispie Treats, Eggo, and Morningstar Farms.

Which innovations have you found most exciting and how have they been integrated to enhance operations and customer experience?

At Kellanova, our consumer-centric approach is central to everything we do. Our primary sales are to large retailers.

We also utilize various other channels, including small convenience stores, schools, airlines, and hotels, and a rapidly growing e-comm business making the purchasing experience easier and more enjoyable for our customers.

The advancement of data analytics allows us to optimize product placement effectively. We've invested heavily in creating a unified data source and implementing advanced analytics to enhance decision-making and operational agility.

We were among the pioneers in migrating our entire ecosystem to the cloud, enhancing our flexibility and speed. Other technological advancements include digitizing our supply chain and increasing automation to mitigate supply chain issues. A significant focus for us is leveraging technology to support product innovation.

This year, we are excited about new offerings from Pringles, Rice Krispie Treats, and Pop-Tarts. Technology accelerates every aspect of bringing these products to market, from decision-making and testing to ensuring compliance with safety and regulatory standards.

What are the core strategies or leadership principles you've found to be universally effective and successful?

The first consideration for your IT organization should be the culture you want to establish. It's crucial to foster a culture where teams feel empowered, accountable, and recognized for their contributions. This is the foundation of building high-performing teams who genuinely feel they have the ownership and drive to excel.

Secondly, the focus should be on business alignment. Implementing technology should never be about using the latest tools simply because they're available or seem innovative. Instead, the key is to understand the business objectives and how technology can facilitate these goals.

The role of IT has evolved; we're all technologists now, and business partners are increasingly tech-savvy.

This leads to a shift from a traditional directive approach—"tell me what you want, and I'll build it"—to a more collaborative strategy. Together, we iterate on solutions to deliver value quickly and continue enhancing them.

Thirdly, never underestimate the importance of change management and adoption. Often considered last in technology implementations, it's actually crucial for success. Without properly engaging teams and identifying champions to lead the change, the technology will fail to achieve the expected outcomes.

How have you navigated the challenges of prioritizing initiatives and making critical build-versus-buy decisions, particularly during significant organizational changes?

The power of partnership is crucial, especially as technology becomes increasingly decentralized. Strong cross-functional partnerships within your business enable meaningful discussions about strategy. My best experiences demonstrate that a robust strategic planning process helps outline the direction for the next few years.

It's important to plan with a forward-looking perspective, considering whether our strategies will be effective two years from now, including major initiatives that are critical for driving business growth and creating value.

Aligning with business partners simplifies planning, execution, and funding. A well-aligned strategy is essential, but it’s also vital to maintain agility. As new opportunities arise, the ability to reprioritize is key. If a better opportunity presents itself, we should be ready to pivot to maximize value.

Regarding the decision to build versus buy, this often depends on the organization’s core competencies. In many consumer goods companies, the focus is typically on buying or configuring rather than building.

My guiding principle is to build only if it provides a significant competitive advantage. Otherwise, the effort might not justify the investment unless it significantly differentiates our company.

Reflecting on your career thus far, what's a piece of advice you would give to someone who or any aspiring tech leaders who want to make a real and tangible impact in their organizations? 

Firstly, the importance of people in any organization cannot be overstated. While technology is crucial, the success of any technology relies heavily on the people managing it. Building high-performing teams within your function and establishing strong partnerships outside of your function are key. Throughout my career, I've learned that doing this well typically leads to positive outcomes.

Secondly, don't be afraid to take risks and challenge yourself. People often shy away from pursuing a new role or a lateral move due to a lack of specific expertise. However, my experience has shown that with ambition and a commitment to continuous learning, you can acquire the necessary skills and knowledge. Remember, skills can be learned, but your attitude and drive are intrinsic.

Embrace opportunities, don't fear failure, and use any setbacks as a springboard for growth. 

We're excited to host Eric Firer as opening keynote speaker on Day 1 of the American CIO & IT Summit this June 12-13, 2024 at the Hyatt Regency San Francisco Airport, CA!

Discover more tech insights during his keynote session titled "Building Resilient Digital Infrastructures For Business Innovation And Continuity"

Visit cioamerica.com/program for more details.