Transforming Networks into Business Enablers
Eduardo Vale
CIO & CTO
Vero Internet
Transforming Networks into Business Enablers
Eduardo Vale
CIO & CTO
Vero Internet
The role of a CIO or CTO in telecom is no longer defined solely by infrastructure. As networks become software-driven and customer expectations shift towards seamless digital experiences, the challenge has moved toward balancing scale, resilience, and continuous innovation within the same system.
Spending three decades in technology, Eduardo Vale has worked through this evolution from the ground up, leading large-scale infrastructure, global IT operations, and business-driven transformation. His experience in organizations such as Stefanini, BNP Paribas Cardif, GOL, and America Net has shaped a leadership approach rooted in governance, scalability, and alignment with business outcomes. At Vero Internet, this translates into cloud consolidation, data-led operations, and a focused innovation agenda.
In a conversation with TradeFlock, he shared his perspectives on leadership, transformation, and the road ahead.
Reflecting on nearly three decades in technology, what shifts have most shaped how you lead today?
Looking back, the shifts in technology have been significant, yet what stands out more is how each phase demanded a different way of thinking. Early in my career, the focus was entirely on infrastructure. Systems were centralized, environments were rigid, and reliability depended on discipline. That phase built a strong foundation around process, stability, and respect for operational integrity.
As technology became more distributed and business-driven, the role expanded. Decisions were no longer confined to systems alone, they began to influence outcomes across the organization. That required moving closer to business priorities, structuring teams differently, and developing a broader perspective on how technology creates value.
More recently, with cloud, data, and AI shaping the landscape, leadership has been exposed to a new set of responsibilities. The focus now extends beyond maintaining systems to guide transformation. It involves connecting technology, people, and business direction in a way that remains adaptable while still grounded in strong fundamentals.
As technologies like 5G mature and 6G on the horizon, how do you ensure the long-term relevance of your investments?
The conversation around new generations of technology often focuses on what comes next, while the more practical challenge lies in ensuring continuity between what exists today and what is coming.
5G is still evolving in terms of real-world applications, particularly across industrial environments and connected ecosystems. At the same time, early research around 6G points toward a more integrated environment in which connectivity, intelligence, and real-time interaction are becoming deeply embedded.
Maintaining relevance in this transition depends less on predicting the future and more on how current systems are designed. Flexible architectures, software-driven networks, and distributed computing models create the ability to evolve without disruption. Rather than approaching each generation as a replacement cycle, the focus remains on building a foundation that can adapt over time. Progress, in this context, is cumulative, and long-term value depends on how well each step strengthens the next.
What core perspective has most shaped your leadership today, and what is your primary piece of advice for the next generation of technology leaders?
Leadership in technology evolves alongside the field itself. Technical depth remains important, yet it becomes insufficient on its own as responsibilities expand.
One of the most consistent lessons has been the importance of maintaining curiosity. Technology does not move in a straight line, and staying engaged with change requires a willingness to question assumptions and continue learning beyond immediate responsibilities. At the same time, the role of people becomes more central as systems grow more complex. Teams need direction, clarity, and support to operate effectively within that complexity. Creating an environment where individuals understand both the technology and its purpose leads to stronger outcomes.
Balancing these two aspects, continuous learning and a strong focus on people, shapes how leadership translates into long-term impact.
“Technology evolves in cycles, but real impact comes from how well we connect systems, people, and purpose over time.”
What defines the challenges you face today, and how are you approaching technology decisions in a rapidly evolving landscape?
The role today sits at a point where stability and change must coexist. Operations need to remain secure and reliable, while at the same time, the organization is expected to move forward with initiatives involving AI, automation, and advanced connectivity. This creates a continuous tension. Pushing innovation too aggressively can introduce risk, while excessive caution can slow progress. Navigating this requires clarity on priorities and a structured way to evaluate where change creates real value.
Emerging technologies such as AI, intelligent automation, IoT, and next-generation connectivity bring significant opportunities, especially in areas like predictive maintenance, operational efficiency, and customer experience. Their impact, however, depends on how they are applied. Adoption needs to be aligned with business relevance rather than driven by trends.
Experience across infrastructure, security, and large-scale transformation has helped shape this approach. Decisions are guided by data, supported by governance, and focused on outcomes that extend beyond technology into measurable business impact.
How are you preparing traditional network teams for a more software-defined and dynamic technology environment?
The transformation within telecommunications is structural. Networks are no longer defined purely by hardware, and the increasing integration of software changes both the tools and the mindset required to operate them.
Supporting this shift begins with creating opportunities for teams to engage with new ways of working. Practical exposure to automation, cloud environments, and security frameworks allows engineers to move beyond configuration tasks and develop a broader understanding of how systems function end-to-end.
Encouraging certifications and structured learning play a role, but the more important change comes from how teams are positioned. Moving closer to a DevOps-oriented approach enables engineers to think in terms of solutions rather than isolated components. Over time, this changes how individuals see their role. The transition is not only about acquiring new skills but also about expanding the way problems are approached in a more integrated and dynamic environment.
